Accountability In Pacific
Infrastructure Development Projects:
Development Of Momi Bay Resort
Renamed As “Fiji Marriot Resort”
AF437: Issues of Governance and Ethics in Accounting
Group #28
Group Members:
Mohammed Sakeem: ID# -S11065234
Hema Reddy: ID#-S11011530
Nemit Girdhari ID#-S11077001
Kohinoor Harun ID#-S11159528
Daniel Guivalu- ID#- S11126603
Table of Content
Introduction & Background
2
Conflicts and Tensions
3-4
Review of Accountability Mechanisms
5-7
Gaps in Accountability and Their Impact
8-9
Role of Accounting and Auditing in Enhancing
Accountability
10-13
Lessons Learned and Recommendations
14-15
Literature Review & Reflective Statement
16
Conclusion
17
Reference
18-20
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Introduction
Tourism in Fiji plays a very vital role for its economy with luxurious and breathtaking resorts attracting visitors from across the world.
One such resort is Marriot Resort Fiji Limited formerly known as Momi Bay Resort Limited (MBRL), has a rich history and has undergone
significant transformation over the years. Initially planned as a high-end resort, Momi Bay Resort Limited faced financial and
development setbacks, leading to project delays. However, after major investments and restructuring, it was transformed into a worldclass destination under new ownership.
During its inception, MBRL did not have a framework for Ethics, Risk & Compliance therefore lacked relevant policies and procedures
that would ensure compliance, helped managed risk and promote ethical behavior across the organization. MBRL being member of
Fiji National Provident Fund investment family, MBRL needed to adopt a mindset aligned to that of their owner (FNPF) who was in
process of transformation to create and protect sustainable returns on members’ savings. It is important for MBRL to adopt ethics,
risk and compliance framework in an effort to secure long term sustainability and compliance management. To compete on
international tourism level, MBRL has to have a secured system that support its business, ensure customer satisfaction is met, control
costs and increase profitability.
To achieve its goals, MBRL will require the right team of people who are skillful, ethical and understands their roles and responsibilities.
A system and work culture that provides assurance to meet business standards, risks identified and rectified in a timely basis without
minimum or no loss to the company.
Background
Momi Bay resort is 100% owned by the Fiji National Provident Fund. MBRL is a five-star rated resort with 250 rooms at Momi Bay
which commenced its operation on 8th April 2017. The Hotel is managed by globally acclaimed luxury hotel chain – Marriot Hotels
International. (Fund, 2021)
The development of Momi Bay, the site for the Fiji Marriot Resort was carefully managed by the Fiji National Provident Fund after its
temporal demise due to Project Risks involved. It funded development works a little more than two decades ago.
The initial development began in 2004 under Matapo Limited (a locally registered company), however a subsidiary of New Zealand's
Bridgecorp. Fiji National Provident Fund and Fiji Development Bank had provided FJD $80m through a syndicated loan to Matapo while
Bridgecorp invested NZD $106m.The project faced cost over runs and substantial financial difficulties following Bridgecorp’ s collapse
in 2007, leading to the resort's relinquishment. (Ltd, 2017). The developer’s parent company, New Zealand based financial company
namely Bridgecorp collapsed in 2007 due to huge financial losses, went into receivership. In 2009, FNPF was unsuccessful to sell the
development during an auction whereby bidding was stopped at US$18 million which was far below their expectations. This is when
in 2010, the Government of the day introduced the Momi Bay Development Decree giving ownership to FNPF amidst legal battle for
the property. (Pareti, 2015)
On November 13th 2014, former Prime Minister, Voreqe Bainimarama officially launched the Momi Redevelopment Program. It was
mentioned that rehabilitation plans on the project began in 2010 with capital injection of FJD $150m on the redevelopment of Momi
Bay. The construction contract was awarded to New Zealand Company who was to complete the partial built resort in two years’
timeframe. (Pareti, 2015)
The redevelopment had to ensure that communities and people’s confidence and trust are won back and are sincerely involved in the
project as their own. FNPF had built four village halls in the villages on Tau, Navutu, Bavu and Lomawai – these are villages close to
Momi Bay. FNPF also ensured that 47 youths from these villages were enrolled in Fiji National University to train to be recruited in the
tourism industry after completion of studies which costed them approximately FJD $100k. FNPF also paid FJD $1m in goodwill gesture
for land swap in order to complete the project.
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Conflicts and Tensions
Community Displacement
There were community displacement issues when the project under the work in progress for Momi Bay Resort Limited. There were
divisions among the people of Nalolo due to the issues from the failed development project. The six villages around the Momi Bay
area had lots of hope from the project as their livelihood in form of employment in the resort was dependent on the successful
completion of the project.
After the grinding halt of the project, people were conflicted because they did not know where they stand. One of the villages – Nalolo
(The Vanua o Nalolo) had set up their own business that operated as a sub-contractor to the initial Momi Development project to
generate income for their community failed when development failed. Some of the assets that were bought under this company were
trucks and diggers. Since some of the decisions made by the company was rushed, the company was in debt of approximately FJD
$600,000 when the project halted. There was also an issue faced by the chiefs and the people of these villages whereby some of their
native land leases were changed to freehold land by the Qarase government and the initial developers Matapo resulting in landowners
not receiving their fair share of income derived from use of their lands. (Village, 2013).
To renew the relationship and trust in the Government of the day and Fiji National Provident Fund before and after commencement
of redevelopment of the project, FNPF had built village halls for the villages of Tau, Navutu, Bavu and Lomawai. Memorandum of
understanding (MOU) was signed with Tokatoka Nahau, the landowners of Golf Course at Momi Bay resort. FNPF also pain FJD $1m
in goodwill the landowners to complete the land swap process. Promise of better future was assured by the Government to these
villages and it’s noted that currently 90% of the people working in the resort are from these surrounding villages. (Fijileaks, 2017)
Environmental Concerns
Development of Momi Bay Resort Ltd was mainly concentrated near the coastal and mangrove area of Momi Bay therefore resulting
to series of serious concerns in regards to clearing of large areas of mangroves which protects shorelines from coastal inundation and
erosion. It can lead to great risk to the resort infrastructures and local environment. It also impacts the marine ecosystem and fisheries.
Construction activities and remains from land development when washed to sea lead to water pollution and siltation which affects
the marine species and coral reefs. There is increase pressure on existing use of resources. For e.g., the resort requires significant
amount of freshwater, leading to water scarcity to nearby areas. It was noted that in 2017, Water Authority of Fiji (WAF) and their
contractor, China Railway First Group faced issues when one of leaseholder blocked access to carry out major infrastructure work
relating to supply of water to the resort. To avoid delays, WAF had to compensate the leaseholder. It’s also been noted that the
leaseholder demanded more money knowing very well that WAF and China Railway is in dire need to get the project completed within
the timeframe and will pay him so that there is no more obstruction to the work. (Vijay Narayan, 2017)
Lack of Transparency
The Marriott Resort in Fiji faces potential backlash due to a lack of transparency which leads to conflict between local residents and
external stakeholders. The establishment of trust in business operations depends on transparent practices because resorts that fail
to reveal financial information and operational methods together with environmental impact details will generate suspicion and
distrust. The resort's strategic protection of proprietary information conflicts with public demands for accountability in
environmental and social operations. (Thomas, 2014)
Local residents develop conflicts when they perceive exclusion from land use decisions and environmental sustainability choices as
well as workplace condition determinations. Unclear financial disclosures cause tension because both local residents and outside
observers worry that the resort fails to support the local economy while prioritizing profit over community welfare. (Ritchie, 2003)
Limited Community Consultation
Insufficient involvement of local communities generates social conflict and tension between resort operations and residents. Largescale resort projects significantly affect local communities by altering land use patterns and employment rates as well as affecting
resource availability. The Marriott Resort may generate resentment among locals if community involvement is not included in its
operational and expansion strategies. The local community members encounter both exclusion and representation deficits during the
decision-making process regarding their environment and cultural existence. The resort's financial growth objectives conflict with local
demands for development that protects both their environment and cultural heritage.
The tension reaches critical levels when communities lack formal mechanisms to express their objections and offer their feedback.
Global companies functioning in regions such as Fiji without proper local engagement receive neo-colonialism accusations since they
place their business priorities above the needs of local residents.
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Inadequate Disclosure of Financial and Environmental Reports
The resort's decision to withhold full financial and environmental details generates significant tension in this situation. Financial
transparency provides stakeholders the means to evaluate the resort's economic influence on local communities by examining its tax
payments alongside employment and investment activities. Marriott Resort's lack of information disclosure creates tension between
their need to protect proprietary business information and the public's right to comprehend the economic impacts of the resort.
The lack of environmental disclosure stands as a significant point of contention between stakeholders. Fiji's coral reefs, forests and
marine life could be endangered by widespread tourism development projects. Marriott's failure to disclose environmental impacts
creates worries about possible environmental injustice. The resort needs to balance its financial objectives with environmental
conservation because short-term earnings undermine sustainable ecological methods. Environmental groups along with activists
consistently expose these issues as they demand businesses to be more accountable. (Kaming, 2013)
Social and Environmental Conflict
The debate regarding these matters extends past economic concerns to include ethical implications. Marriott Resort needs to establish
high corporate social responsibility (CSR) standards because its global operations require transparency and community consultation
as well as strict environmental regulation adherence (Muthuri, 2010). Businesses that fail to meet their CSR obligations risk public
backlash alongside possible protests and legal challenges (Muthuri, 2010). Marriott can justify its restricted disclosure methods by
highlighting its dedication to maintaining profitability and operational efficiency.
Corporate objectives often conflict with public responsibility as development needs challenge environmental conservation while
transparency requirements stand against privacy desires. Entities pursue their objectives without consideration for others when their
interests do not align properly and come into conflict. (Muthuri, 2010).
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Review of Accountability Mechanisms
Objective Accountability mechanisms function as systems and processes that maintain public servants and institutions accountable
for their actions and results. The application of these methods promotes government oversight while strengthening accountability
and transparency within public institutions.
Benefits: Regular evaluations of accountability systems ensure their effectiveness and relevance which leads to better performance
outcomes and trust-building by identifying problems and adapting to changing circumstances.
Recommendations
Improved Performance and Efficiency:
Reviews help to pinpoint system areas that fail to achieve target results which allows for specific improvements and advancements.
Regular evaluations discover inefficiencies to streamline procedures which enhance both the efficiency and economy of accountability
systems. Accountability systems require continuous transformation to maintain their effectiveness in response to the world's constant
changes. Mechanisms undergo examination to determine their suitability for present circumstances. Transparent review procedures
help establish legitimacy and build trust through their demonstration of responsibility. Stakeholder participation in the review process
creates procedures that incorporate diverse viewpoints to achieve equal and inclusive methods. The resolution of complaints becomes
more effective through strengthened accountability systems that undergo regular evaluations. Reviews establish whether
accountability systems achieve their desired results through proper resource utilization and objective fulfillment. Reviews help
individuals and organizations adopt ethical and responsible practices by highlighting areas that need improvement. Effective
governance depends on strong accountability systems which benefit from regular reviews that increase both visibility and
responsibility. The public needs access to information about complaints as well as investigation outcomes. The accessibility of
mechanisms needs to be assured so that all parties including marginalized groups and individuals with financial limitations can utilize
them easily. Mechanisms should involve diverse stakeholders like victims and civil society organizations along with communities to
operate effectively. For accountability systems to function properly they must operate independently from the organization they
oversee. The process should treat all stakeholders with equal fairness and impartiality.
Existing Governance Structures:
Hoteliers develop a strategic organizational framework for hotels that defines departmental responsibilities and functions to maintain
operational order. For Marriott Hotels & Resorts it is essential to manage and build teams from a diverse workforce to reach
organizational objectives and targets. All team members should work toward the common objective regardless of their cultural
backgrounds. Marriott Hotels & Resorts actively supports collaboration and team building as fundamental practices throughout its
operational regions (Kimberly, 2008)The organization promotes team-building exercises between employees from various cultural
backgrounds. Despite the challenges of managing teams at various levels the company successfully manages its culturally diverse
workforce throughout its hotel locations through autocratic leadership. Performance management includes organizational activities
to guarantee employees meet their goals efficiently while delivering effective results. The performance management approach targets
individual, organizational, departmental and process performance levels to achieve optimal service and product delivery (Kumar
2010). Marriott Hotels & Resorts as a service organization keeps track of its teams and individual employees' performance by using
multiple evaluation mechanisms. This practice enables the team to achieve maximum productivity which satisfies customer
expectations. Marriott Hotels & Resorts needs to maintain a close watch on team performance throughout its entire network of
locations. Cross-cultural training provides specialized training courses for teams to learn about different cultural backgrounds. Through
targeted training courses Marriott Hotels & Resorts achieves team building excellence by educating senior managers worldwide and
middle and lower-level managers in culturally diverse regions at specific hotels ( (Werner, 2012)The organization needs to improve its
training program for managers and workers through the integration of cross-cultural learning modules that cover team building,
management practices, negotiation skills, diversity understanding and specific cultural knowledge. (2012)
Benefits: We prioritize human relationships while striving for excellence and welcoming change in order to maintain integrity and
serve our global community.
Recommendations
A company that works with a diverse workforce gains advantages for itself and its employees. The presence of cultural diversity affects
leadership and management practices in organizations while highlighting the need to recognize cultural distinctions. Modern
leadership requires the ability to manage individuals from diverse cultural backgrounds. Marriott Hotels and Resorts emphasizes the
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significance of both external rewards and internal rewards. Marriott managers demonstrate distinctive professional and personal
characteristics alongside essential charisma traits for effective hotel management. Marriott Hotels and Resorts operates with an
autocratic leadership style but also uses coaching and affiliative management methods. The company achieves effective team
leadership by managing its culturally diverse staff to meet the distinct requirements of its various guests. The paper's
recommendations provide a roadmap which Marriott Hotels and Resorts needs to follow.
Financial Reporting and Auditing Process
Objective: The company hires an independent auditor who reviews financial statements and related disclosures produced by
management to express their expert opinion about their accuracy in all essential aspects.
Key Stakeholders: The stakeholders involved include Board of Directors members alongside Audit Committee Members, Principal
Independent Auditor representatives, Chief Audit Executive and Senior Management leaders together with Investors and Regulators
including SEC and Nasdaq officials.
Recommendations:
 Regular Review of Audit and Compliance Practices: The Company's financial reporting processes require ongoing surveillance
and audits should be executed independently while fully meeting regulatory standards. The Committee has to give their
approval for the Principal Independent Auditor's terms and fees and all engagement agreements.
 Annual Review of Auditor’s Independence: The Audit Committee must perform an annual assessment of the Principal
Independent Auditor's independence through a review of their relationships with the Company to prevent conflicts of interest
in non-audit services.
 Engagement of Additional Accounting Firms: Set precise policies for hiring Non-Principal Firms to deliver particular services
while maintaining regulatory compliance and preserving their independence.
 Strengthen Internal Audit Procedures: The Committee must maintain regular assessments of the internal audit function to
verify its capability in monitoring the Company’s financial environment through adequate resources and proper authority and
oversight.
 Transparency and Communication with Stakeholders: Maintain transparent communication regarding audit results and
identified issues to affirm stakeholders of the financial reports' accuracy, timeliness and adherence to industry best practices.
Stakeholder Engagement
The resort steadfastly maintains its dedication to reduce environmental harm and support sustainable practices throughout its
operational activities. Our sustainability brand standards remain active while we continue to integrate sustainability into our business
operations whenever conditions allow. Our collaboration with The Alliance and WTTC alongside other stakeholders focuses on making
sustainability a top priority in the hospitality sector to achieve recovery success. Marriott associates play a key role in determining the
company's future direction. The company trains associates across all global locations to use Serve 360 to advance ESG goals so guests
experience more memorable stays through better satisfaction.
Keys Stakeholders: The company recognizes Board of Directors, Employees, Franchisees, Customers, Suppliers, Local Communities
and government agencies as key stakeholders.
Recommendations:
Identify and Map Stakeholders:
 Who are they? List every person and group that your organization can influence or who can affect your organization's
outcomes.
 What are their interests and concerns? Understand their perspectives and priorities.
 Stakeholder Mapping: Deploy a stakeholder matrix to organize stakeholders based on their influence and interest levels.
 Understand Stakeholder Needs and Expectations
 Listen actively: Maintain transparent conversations with stakeholders and request their input on key matters.
 Be empathetic: Acknowledge their concerns and perspectives.
 Tailor your approach: Your communication and engagement methods must adapt to meet the distinct requirements of every
stakeholder group.

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Role of Accounting and Auditing in Enhancing Accountability
Accounting and Auditing are critical components for improving accountability through their role in maintaining transparent financial
records that stakeholders can trust.
The implementation of Objective-Accounting alongside auditing procedures strengthens accountability through transparent, accurate,
and reliable financial information that builds stakeholder trust and promotes informed decision-making. Accountants serve as key
players by managing expenses and resource allocation to ensure tourism businesses maintain budgetary control. Organizing a detailed
budget allows travelers to experience their trips worry-free while managing all expenses from hotels to transport.
Key Stakeholders: Principal Independent Auditor, Chief Audit Executive, Senior Management, Board of Directors, Audit Committee
Members, Investors and regulatory bodies like the SEC and Nasdaq.
Recommendations:
Accounting plays an essential role in sustainable tourism practices because it supports the management, measurement, and reporting
of tourism activities' economic, environmental, and social impacts. Tourism companies can monitor their natural resource usage and
manage waste efficiently through an effective accounting system which results in reduced environmental damage.
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Gaps in Accountability and Their Impact
Weak Regulatory Oversight
Gap: Because of weak regulatory oversight Bridgecorp could function in a financial system that permitted high-risk lending practices
to occur without proper supervision. Financial regulatory authorities did not enforce strict financial reporting and audit
requirements which caused delays in identifying early indicators of financial trouble. The lack of active monitoring systems created
an unchecked environment that allowed risky financial practices to persist. (Pareti, 2015)
Impact: Bridgecorp carried out risky financial transactions because regulatory enforcement failed to require proper safeguards. The
company extended loans without proper credit risk evaluations because there was no strong oversight to prevent such practices
which led to more bad debts. The absence of timely intervention allowed financial losses to develop which might have been
prevented if investors and stakeholders had been informed about the institution's declining financial status. The absence of
appropriate regulatory oversight destroyed trust in financial institutions and highlighted the demand for improved governance
systems (Herald, 2014)
Accounting Solutions
 Stronger Regulatory Framework: Ensure financial stability by implementing stricter compliance measures such as
mandatory external audits, periodic stress testing and advanced credit risk assessments.
 Mandatory Disclosures: All companies must submit clear and uniform financial reports which disclose loan performance
together with liquidity and risk exposure measurements to strengthen market discipline.
 Independent Oversight: Create an autonomous regulatory agency to oversee high-risk financial institutions and enforce
governance and risk management standards.
Inadequate Financial Transparency
Gap: Bridgecorp misled investors through financial misrepresentation about the performance and security of their funds. The
organization hid significant information regarding non-performing loans and liquidity issues while failing to disclose the full scope of
their financial problems. The absence of financial transparency drove investors to make poor-informed decisions which intensified
financial instability. (Mace, 2012)
Impact: Investors who were ignorant of Bridgecorp’ s true financial risks kept funding the company which led to major financial
losses when the firm failed. The company's financial disclosures lacked accuracy and timeliness and resulted in insolvency problems
being discovered only when corrective measures could not be implemented. This case exposed fundamental flaws in financial
reporting systems that demonstrated the importance of stronger mandatory disclosure requirements.
Accounting Solutions
 Enhanced Reporting Standards: Enforce rigorous adherence to International Financial Reporting Standards (IFRS) to
guarantee full and precise reporting of liabilities and risks.
 Stronger Internal Controls: Forensic accounting reviews must be implemented to detect financial misstatements and fraud
before they become serious problems.
 Mandatory Auditor Independence: Enforce regular external auditor rotation to reduce conflicts of interest and maintain
impartiality in financial reporting.
Poor Stakeholder Communication
Gap: The company Bridgecorp did not maintain transparent communication with its investors and other essential stakeholders
about its worsening financial situation. Stakeholders received misleading information or partial data which restricted their capacity
to make informed decisions. The company’s lack of material risk disclosure intensified its financial instability.
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Impact: Investors made uninformed investment decisions that resulted in financial losses because they were kept unaware of
potential financial risks through ineffective communication. The trust damage to the company spread to the entire financial sector
which diminished investor trust in financial institutions and their oversight systems.
Accounting Solutions
 Real-Time Financial Reporting: Financial reporting technologies which provide stakeholders with immediate access to
essential financial data achieve full transparency.
 Transparent Risk Disclosures: Annual financial statements must include detailed reports on every relevant risk factor
together with their stress-test outcomes and contingency strategies.
 Stakeholder Advisory Panels: Create advisory boards with investor representatives to ensure proper oversight and improve
governance while making decision-making processes more transparent.
Lack of Ethical Leadership
Gap: Bridgecorp management demonstrated reckless lending behaviors while focusing on immediate financial profits instead of
preserving long-term corporate stability. The neglect of ethical concerns such as conflicts of interest and excessive executive
compensation weakened financial integrity. A weak ethical framework in leadership resulted in decisions that did not serve
investors’ best interests.
Impact: Financial instability increased as unethical practices destroyed investor trust and confidence in the company. The company's
decision to value profit above ethical management led to financial mismanagement that eventually resulted in insolvency. The
circumstances highlighted the urgent need to develop more robust corporate governance structures which would enforce ethical
leadership and fiduciary duties. (Mace, 2012)
Accounting Solutions
 Stronger Corporate Governance Codes: Require executives and board members to undergo ethics training to strengthen
their understanding of fiduciary duties and implement penalties for breaches of ethical standards.
 Ethics & Compliance Audits: Periodically examine executive decision-making processes to verify their compliance with
corporate governance principles and ethical standards.
 Whistleblower Protection: Independent ethics committees should be created to enable employees to report unethical
actions securely without fearing retaliation which will build a transparent and accountable organizational culture.
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Role of Accounting and Auditing in Enhancing
Accountability
Financial Transparency
The objective involves sharing financial information with employees. The full realization of this practice brings about a cultural shift by
providing employees with essential knowledge and tools to actively participate in financial and productivity assessments.
Key Stakeholders: The company recognizes several key stakeholders including Board of Directors, Employees, Franchisees, Customers,
Suppliers, Local Communities and government agencies.
Recommendations: Enhancing financial transparency requires establishing clear policies alongside performing regular audits and
maintaining open communication and adopting precise tracking and reporting technologies. Organizations should maintain regular
audits in combination with open communication practices.
Auditing Practices
Compliance Audit
Objective: The Company should align its operations with legal and regulatory requirements and internal standards through a strong
compliance program that upholds ethical conduct.
Key Stakeholders: The Compliance Audit involves essential participation from Management, General Counsel, Chief Audit Executive,
Chief Compliance Officer, Regulatory Agencies and Employees.
Benefits: This program protects the Company from legal liabilities by maintaining ethical practices and policy compliance which fosters
organizational transparency.
Recommendations
 Annual Review of Compliance Programs: The Company needs to execute annual reviews of its compliance programs focusing
particularly on the Ethical Conduct Policy (MIP-1) and Business Conduct Guide. Management and leadership from General
Counsel, Chief Audit Executive and Chief Compliance Officer departments must participate in the compliance program review
to ensure program efficiency and regulatory compliance.
 Direct Communication Channels: The General Counsel and Chief Compliance Officer should have direct contact with the
Committee to discuss actual or possible violations of legal standards or ethical conduct policies which might involve criminal
actions.
 Complaints and Whistleblower Procedures: Establish a confidential and clear method for addressing grievances related to
accounting practices alongside internal controls and auditing processes as well as securities law matters. The system needs
to offer private ways for employees to report concerns anonymously and feel secure from any form of retaliation.
 Regulatory Reviews: The Company needs to conduct regular reviews of examination results from regulatory agencies to stay
within compliance standards and respond promptly to review findings.
Social Audit
Objective: Assess how the Company's inclusion and social impact strategies and initiatives will influence social dynamics.
Key Stakeholders: The social audit process requires the participation of Board of Directors along with Executive Management and
Employees who work closely with Franchisees and Customers as well as Suppliers from Local Communities and Environmental Groups.
Benefits: The Company's initiatives establish a people-focused culture while supporting staff wellbeing and inclusion which helps
achieve social responsibility objectives and align with environmental, social, and governance (ESG) standards.
Recommendations
 Regular Community and Stakeholder Engagement: Organize community engagement meetings to gather feedback and
address problems related to the Company's inclusion and social impact initiatives by integrating local perspectives into
corporate strategies.
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
Diversity, Equity, and Inclusion (DEI) Training: Implement comprehensive training programs for employees as well as
franchisees and partners to develop an inclusive company culture which prioritizes diversity and equity across all operational
levels.
 Local Employment and Opportunity Programs: Local communities especially marginalized groups should receive targeted job
training programs and job opportunities that promote career advancement as a way to strengthen the Company’s social
responsibility initiatives.
 Evaluate Environmental and Social Risks: Conduct continuous risk assessments related to ESG activities and synchronize them
with sustainability objectives and climate change initiatives while monitoring their impact on local communities and
stakeholders.
Economics Audit
Objective: Examine how the Company’s financial reporting systems and auditing functions influence long-term financial performance
to ensure regulatory compliance and operational transparency.
Key Stakeholders: The Principal Independent Auditor performs their duties together with the Board of Directors, Audit Committee,
Financial Management team, Internal Auditors, and Regulatory Authorities.
Benefits: The process ensures financial statement credibility and investor confidence while enforcing regulatory compliance and
promoting proper financial management practices. (Marriott International, Inc. (n.d.). Marriott International, Inc. - Investor Relations.,
2025)
Recommendations
 Regular Review of Audit and Compliance Practices: Continuous oversight is necessary for financial reporting functions to
ensure audits maintain independence and thoroughness in compliance with regulations. The Committee must approve all
aspects of the contract including payment terms and conditions for the engagement of the Principal Independent Auditor.
 Annual Review of Auditor’s Independence: The Audit Committee must conduct yearly assessments of the Principal
Independent Auditor's independence through analysis of their connections with the Company to prevent conflicts of interest
particularly in non-audit services.
 Engagement of Additional Accounting Firms: Establish precise guidelines for hiring Non-Principal Firms to deliver designated
services and ensure these firms comply with regulatory requirements and maintain their independence.
 Strengthen Internal Audit Procedures: The Committee must perform consistent evaluations of internal audit functions and
provide them with sufficient resources and authority to properly supervise the Company’s financial framework.
 Transparency and Communication with Stakeholders: The company needs to maintain open communication with
stakeholders about audit findings and identified issues to showcase the accuracy and timeliness of financial reports that
adhere to industry best practices.
Environmental Impact Audit
Objective: Evaluate the resort’s operational processes to discover environmental effects with a strong focus on sustainable practices
and waste management together with the protection of local ecosystems.
Key Stakeholders: The Environmental Impact Audit demands cooperation between Environmentalists, Local Communities, Guests,
Marriott International representatives, Resort Management staff, Local Farmers, and the Tourism Board.
Benefits: Through its sustainable practices the resort maintains environmental balance while diminishing ecological damage and
preserving local ecosystems to attract environmentally conscious travelers.
Recommendations
 Enhance Sustainable Construction and Operations: Future resort construction projects should implement sustainable building
techniques and materials to lessen their environmental footprint. Implement green building certifications such as LEED to
ensure sustainable development practices are maintained.
 Expand Conservation Partnerships and Initiatives: Work together with regional environmental organizations including the
Mamanuca Environment Society and FRIEND Fiji to develop fresh conservation initiatives aimed at restoring marine and
terrestrial ecosystems and safeguarding wildlife.
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


Increase Waste Reduction Efforts: Construct full-scale waste management and recycling systems to lower the amount of
waste sent to landfills. Introduce sustainability programs that include both guests and staff to maintain environmental
responsibility within and outside of the resort.
Promote Local and Sustainable Sourcing: Boost local economic growth by reducing transportation distances through
collaboration with regional farmers while integrating organic and sustainably produced foods into resort menus following
farm-to-table dining practices.
Support Marine and Coastal Ecosystem Preservation: The nearby ocean location of the resort allows for specialized marine
biodiversity preservation programs such as coral reef restoration and sustainable seafood sourcing that will protect the health
of surrounding aquatic environments. (2015)
Performance Audit
Objective: The Audit Committee at Marriott International performs its duties and preserves the integrity of financial controls and
operation systems.
Key Stakeholders: The Audit Committee undergoes performance evaluation with participation from Board of Directors members as
well as SEC and Nasdaq regulatory officials.
Benefits: The system confirms the accuracy of financial reports while maintaining internal controls and ensuring full regulatory
compliance for the company. The company ensures independent and high-performance auditing standards that improve shareholder
transparency.
Recommendations
 The company should perform regular qualification reviews of audit committee members to meet SEC and Nasdaq
requirements for financial literacy and independence.
 The Committee must establish better connections with external auditors by implementing clear engagement standards and
consistently updating about potential conflicts of interest.
 Enhance internal audit effectiveness by raising review frequency and granting the Chief Audit Executive enough resources
and independence to perform job duties successfully.
 Analyze audit findings quickly to address all serious financial weaknesses and deficiencies shown in reports.
 The company needs to improve its risk management strategy by emphasizing business continuity and disaster recovery
initiatives to protect against unforeseen obstacles. (2025)
Budgeting and Internal Controls
Tourism businesses need strong budgeting practices along with internal control systems to sustain financial health and operational
efficiency because of the sector's unpredictable seasonal fluctuations. Through budgeting organizations set financial targets which
internal controls then protect by ensuring reporting precision and compliance adherence.
Key Elements
Annual Budget: Develop a comprehensive yearly budget that outlines expected revenue against projected expenses.
Cash Flow Budget: Maintain effective cash flow control throughout seasonal fluctuations and unanticipated demand changes.
Capital Budgeting: Establish a strategy to allocate resources toward long-term infrastructure and asset investments.
Accurate Record Keeping: Maintain accurate records of all financial transactions.
Performance Measurement: Evaluate budget performance regularly to identify potential improvements.
Recommendations
 Establish clear financial goals. Establish specific financial goals that allow you to measure progress and remain within your
budget constraints.
 Keep the budget realistic
 Be flexible
 Have open communication
 Ongoing monitoring of progress
 Be prompt in taking corrective action
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Stakeholder Reporting Improvements
The primary goals include identifying key stakeholders to maintain their regular involvement and feedback collection while setting
clear performance indicators and producing transparent reporting.
Keys Stakeholders: The organization interacts with several important stakeholders including Board of Directors, Employees,
Franchisees, Customers, Suppliers, Local Communities and government agencies.
Recommendation
 Understanding Stakeholder Needs and Preferences
 Determine your key stakeholders and understand their particular interests alongside their information needs.
 Perform stakeholder analysis to understand their influence levels and expectations to shape reports that meet their
requirements.
 Adapt communication strategies to match stakeholder preferences by delivering information through reports, presentations,
and infographics.
Timely and Consistent Reporting
 Establish a reporting schedule: Regularly update stakeholders on progress and outcomes.
 Set clear expectations: Make stakeholders aware of the designated times and methods through which they will receive
reports.
 Use real-time and automated reporting: Apply technological solutions to deliver information that is both timely and precise.
 Track commitments and progress: Reports must provide specifics on both the fulfillment of commitments and the progress
that has been made.
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Lessons Learned and Recommendations
Stronger Regulatory Compliance
Strengthening regulatory frameworks with rigorous audits and advanced risk management alongside real-time financial reporting can
protect against financial failures similar to Bridgecorp. Existing laws will protect financial institutions from operating unsafely when
enforced more strictly. (Ferran, 2012) Regulatory bodies need to implement compulsory disclosure rules for high-risk financial
activities with an emphasis on lending sectors where liquidity risks pose major threats. Regular stress testing and independent reviews
serve essential functions in maintaining financial system stability and reducing systemic threats according to Basel Committee on
Banking Supervision (Principles for Enhancing Corporate Governance, 2011)
Regulators must actively pursue strategies to identify early indicators of financial problems and take timely corrective action. Financial
institutions can establish superior governance standards through enhanced regulatory oversight and technology-based compliance
monitoring systems. Financial penalties need to reach a level which discourages reckless behavior while enforcing institutional
transparency and accountability
Improved Stakeholder Communication
Financial governance requires both transparency and open communication as fundamental principles. Organizations need to deliver
precise, up-to-date information to every stakeholder such as investors, customers and regulatory authorities. Mandatory real-time
financial disclosures enable stakeholders to access essential financial indicators including liquidity ratios, debt exposure and risk
assessments.
Building trust requires financial institutions to create organized communication systems for delivering periodic updates about financial
health to investors and stakeholders. Organizations must provide detailed risk assessments in their annual reports and present key
financial trends in quarterly disclosures according to the G20/OECD Principles of Corporate Governance. Businesses need to adopt
digital financial platforms which enable stakeholders to engage instantly with financial information.
Independent advisory panels consisting of investors and financial specialists strengthen corporate governance through disclosure
oversight and accountability enhancement. The implementation of these measures will reduce misinformation risks and strengthen
investor trust while supporting financial sector stability. (https://www.interest.co.nz/sites/default/files/Bridgecorp%20judgment.pdf,
2012)
Enhancing Auditing Mechanisms: Financial mismanagement and ethical issues discussed in the Momi Bay Resort development
presents an opportunity for prevention. Organizations and governments in these areas can implement stronger audit mechanisms and
ethical leadership and governance structures. Robust audit system can prevent fraud, ensure transparency, and hold leaders
accountable. The following measures can strengthen financial oversight:
Strengthening Internal and External Audits
 Mandatory External Audits – Require independent third-party auditors to review financial transactions annually to detect
fraud or mismanagement.
 Rotating Auditors – Prevent long-term relationships between auditors and organizations, which can lead to complacency or
corruption.
 Surprise Audits – Implement randomized financial inspections to discourage unethical behavior (Mandonsela, 2016).
Strengthening Financial Disclosure & Transparency
 Public Disclosure of Investments – Require government or public pension funds (like FNPF) to disclose where and how funds
are invested.
 Real-time Financial Reporting – Use digital blockchain-based accounting systems that allow real-time tracking of transactions,
reducing opportunities for fraud review (World Bank, 2020).
Whistleblower Protections & Fraud Detection
 Anonymous Whistleblower Hotlines – Set up independent reporting systems where employees or stakeholders can report
fraud without fear of retaliation.
 Data Analytics & AI Fraud Detection – Use artificial intelligence to monitor transactions and flag suspicious financial activity
(Kumar, 2023).
 Mandatory Ethics & Financial Training – Require executive leadership, finance officers, and board members to undergo
training in fraud prevention and ethical governance.
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Ethical Leadership and Governance
Ethical decision-making in projects like Momi Bay, corporate governance reforms should be implemented.
Strengthening Board Governance & Oversight
 Independent Board Members – Ensure at least 50% of the board members in public institutions like FNPF are independent
directors with no political ties.
 Ethics & Compliance Committee – Establish an independent ethics review committee to oversee major financial decisions.
 Conflict of Interest Policy – Require all board members and executives to publicly declare conflicts of interest and recuse
themselves when necessary.
Strengthening Government Oversight & Anti-Corruption Bodies
 Independent Anti-Corruption Agency – Establish a strong anti-corruption watchdog to investigate and prosecute corporate
fraud (Transparency International, 2021).
 Transparency in Government Contracts – Make government project bidding processes open to public scrutiny (Quah, 2020).
 Parliamentary Review Committees – Ensure national legislatures have financial oversight powers over state-owned funds like
FNPF.
Ethical Leadership Culture
 Zero-Tolerance for Corruption – Implement strict legal consequences for executives involved in fraud (Quah, 2020).
 Merit-Based Leadership Selection – Ensure executives and board members are appointed based on qualifications, not political
influence.
 Stakeholder Inclusion – Allow pensioners, community representatives, and independent auditors to have input in public fund
investments.
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Literature Review
Enhancing Audit Mechanisms and Ethical Governance in Financial Management
The Momi Bay Resort project in Fiji offers a significant case for examining ethical governance, accountability, and stakeholder
engagement in Pacific development projects. Several theoretical frameworks inform this analysis, including Agency Theory,
Stakeholder Theory, and Corporate Social Responsibility (CSR) (Romano, 2004). Agency Theory highlights the conflict between the
principals (e.g., government and public institutions) and agents (e.g., project developers), where agents may act in self-interest, leading
to mismanagement of resources. This was evident in the Momi Bay case, where poor oversight allowed financial irregularities to occur.
Stakeholder Theory argues that the voices of all stakeholders—not just shareholders—must be considered in decision-making. In
Momi Bay, local communities and other affected groups were largely excluded from the planning and implementation processes,
creating ethical and developmental concerns (Norwegian Ministry of Finance, 2019). The CSR framework emphasizes transparency,
environmental responsibility, and community well-being. The Momi project lacked clear CSR commitments, raising questions about
the developers' ethical obligations, especially considering the use of public funds via the Fiji National Provident Fund (FNPF). Studies
in Pacific infrastructure development point to recurring issues of weak audit systems, limited stakeholder consultation, and lack of
enforceable governance structures (McGee, 2018). Scholars argue that projects funded with public, or pension funds must adhere to
rigorous accountability standards to protect public interest. Effective governance requires enhanced audit mechanisms, such as
independent and forensic audits, auditor rotation, and digital financial tracking. Ethical leadership and inclusive governance bodies
can improve transparency and restore trust in public-private partnerships. This literature underscores the need for Pacific nations to
develop context-sensitive but globally informed ethical governance models that emphasize accountability, transparency, and
stakeholder inclusivity in all stages of infrastructure development) (Bhasin, 2013).
Reflective Statement
Our exploration of the Momi Bay Resort scandal has deepened our understanding of accountability in infrastructure projects. The case
revealed how poor financial oversight, lack of transparency, and weak governance can derail development efforts, especially when
public funds are involved. This study emphasized the importance of robust auditing mechanisms, ethical leadership, and inclusive
stakeholder engagement to safeguard public interest and maintain trust. A key learning was that accountability must be embedded at
all stages of project development. The scandal highlighted the role of independent audits, forensic accounting, and digital financial
reporting systems as tools to prevent mismanagement and ensure transparency. It also underscored the importance of ethical
leadership and decision-making, where stakeholder voices—especially those of local communities—must be actively considered. One
major challenge we faced during our research was the limited access to financial data and stakeholder insights. Due to the privatepublic nature of the project, much of the financial information was not publicly available. This made it difficult to perform an in-depth
financial analysis or understand the full scope of the ethical concerns. It highlighted the ongoing need for stronger disclosure laws and
public accountability frameworks in Pacific development projects. Personally, this project has reshaped our understanding of the role
accountants play in public development. Beyond number-crunching, we now recognize the ethical responsibility we carry to promote
transparency, uphold governance standards, and protect public resources. The integration of stakeholder theory and accountability
frameworks has enhanced our ability to apply theoretical knowledge to real-world situations. We leave this project better prepared
to advocate for ethical practices in both public and private sector roles, equipped with a sharper lens for identifying governance gaps
and proposing practical solutions.
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Conclusion
Infrastructure projects in the Pacific are critical for economic development, but they must be managed ethically and transparently to
avoid conflicts and governance failures. Accounting and auditing play a vital role in ensuring financial integrity and stakeholder trust.
By strengthening accountability mechanisms, these projects can achieve long-term sustainability and equitable benefits for all
stakeholders. The Momi Bay Resort scandal serves as a powerful case study for examining the challenges of accountability,
transparency, and ethical governance in development projects. This scandal, which involved large-scale financial mismanagement and
poor oversight in the development of a luxury resort in Fiji, underlines how the lack of a clear and robust accountability framework
can lead to significant negative consequences for both investors and local communities. The theoretical knowledge gained through
this course enables a comprehensive understanding of these challenges, particularly the agency theory and the principal-agent model.
These models highlight the misalignment between the developers (agents) and the government or the public (principals). In the case
of the Momi Bay Resort, there was a breakdown in monitoring mechanisms, where the developers acted in ways that were not aligned
with the long-term interests of local communities and the public. The failure to establish strong checks and balances, such as
independent audits and transparent financial reporting, allowed the project's stakeholders to sidestep ethical obligations and
ultimately resulted in substantial financial losses. By analyzing this through the lens of these theoretical frameworks, it becomes clear
that stronger, more rigorous monitoring and governance systems are necessary to ensure that such development projects serve the
public good rather than corporate or individual interests. Moreover, it highlights the need for accountability.
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