Namibia is moving from recovery to deliberate expansion, anchored by a five-year strategy, strengthened airline partnerships, and a concerted push to widen market reach. Institutional reforms at the Namibia Tourism Board(NTB), targeted product development, and a new Air Connect Namibia forum are central to a coordinated plan to convert visibility into sustainable arrivals and higher visitor spend.
Since assuming leadership earlier this year, the Chief Executive Officer of the Namibia Tourism Board Sebulon Chicalu has prioritized institutional realignment, completing an integrated five-year business strategy and the annual plan for the next financial year. These documents frame a focused agenda intended to translate policy into measurable outcomes, including clearer governance, improved data systems and enhanced stakeholder engagement. As CEO Chicalu Sebulon put it, “We have cleared legacy issues so we can now move with purpose, our strategy is about building institutional capacity that answers stakeholder needs, and delivering results.”
Sebulon outlined five strategic pillars: strengthen institutional capacity and stakeholder collaboration, improve tourism statistics and analytics, invest in operator capacity building, amplify Namibia’s global visibility, and accelerate product development while ensuring sustainable management of key attractions. The new emphasis on empirical decision-making is deliberate. “Data must guide our decisions, we cannot build markets on impressions,” he said, signaling a shift toward evidence-based marketing and investment prioritization.
Namibia intends to preserve established markets in Europe while actively opening new source markets to smooth seasonality and broaden demand. The NTB’s market mix now includes North America and Canada, India, China, and emerging European markets such as Poland and the Czech Republic, alongside continued focus on Germany and the UK. Sebulon explained that diversifying markets helps “fill up the gaps in terms of seasonality,” and supports more consistent inbound flows across the year.
Product development is central to this approach. The NTB plans a programme of hosted farm and educational familiarization trips, designed to connect tour operators and buyers directly with Namibia’s attractions, from the Skeleton Coast to Twyfelfontein and the adventure offerings in Swakopmund. These initiatives aim to convert interest into sellable itineraries, while managing destination capacity and the visitor experience.
Improving air access is a cornerstone of the strategy. The NTB has launched Air Connect Namibia, a coordination forum led by the Namibia Airports Company to engage international carriers on route development, co-marketing and market activation. Recent commercial developments include Discover adding Munich to its portfolio and Fly Namibia expanding regional links, while discussions continue with several carriers about new international routes.
A notable partnership with Ethiopian Airlines will increase frequencies, expanding Namibia’s reach into the carrier’s broader network and supporting trade activation through familiarization visits. “Ethiopian’s increased frequencies will give us reach into markets we need to convert, and their partnership on fam trips will directly support trade activation,” Sebulon said. The government-supported plan for a national carrier, Namibia Air, remains part of the medium-term connectivity landscape, with potential to further enhance direct seat capacity within 24 months.
Namibia’s recent external recognition, including inclusion in Lonely Planet’s top destinations for 2026 and institutional awards for the NTB, have reinforced confidence in the country’s trajectory. Sebulon described such recognition as confirmation of momentum rather than an end in itself. These endorsements, coupled with a clearer institutional mandate, are intended to strengthen Namibia’s credibility in commercial negotiations, particularly with airlines and international partners.
The NTB emphasizes structured public–private engagement, seeking to move the private sector from a supportive role to that of co-creator. Co-marketing programmes with airlines, MOUs with strategic partners and incentives for private investment form part of the operational playbook. Sebulon said the Board is “creating vehicles for private investment, with incentives and clear frameworks so the private sector can commit capital to scale.”
Operational targets include an ambition to meet or exceed pre-pandemic arrivals, with a near-term goal around 1.5 million visitors, building on the 1.2 million recorded in 2024. Achieving these targets will depend on continued market momentum, strengthened connectivity, and the mobilization of private capital into product and service upgrades. Sebulon noted that early indicators from airport arrivals are positive, while full statistical verification remains ongoing.
Namibia’s roadmap combines institutional reform, enhanced connectivity, market diversification and product activation with data-led decision-making. The NTB’s plan frames tourism as a vehicle for inclusive economic growth, positioning the sector to capture higher-value visitors, spread benefits across communities, and sustain long-term competitiveness. As the Board transitions from strategy to execution, its ability to mobilize partnerships and convert recognition into commercial returns will determine how quickly the country fulfils its stated ambitions.
