As Africa’s tourism sector continues to evolve post-pandemic, national tourism bodies are doubling down on strategies that balance growth, innovation, and sustainability. In Namibia, few institutions embody this triad more vividly than Namibia Wildlife Resorts (NWR). At this year’s Africa Travel Indaba in Durban, VoyagesAfriq sat down with Epson Kasuto, the Acting Managing Director of NWR, to unpack how the state-owned hospitality group is redefining travel experiences in Namibia’s protected areas. From digital transformation and experiential product development to regional market expansion and operational excellence, Kasuto shares candid insights into NWR’s strategic direction, its commitment to conservation, and its bold vision for sustainable tourism in Namibia and beyond.
To begin, could you give us an overview of NWR’s unique offerings as a hospitality group? What sets your portfolio apart in Namibia’s tourism landscape?
It’s a pleasure to speak with you today about Namibia Wildlife Resorts at the prestigious Indaba in Durban
What truly sets NWR apart in Namibia’s vibrant tourism landscape is our unparalleled and diverse portfolio, strategically positioned within the very heart of Namibia’s protected areas and most iconic natural wonders. Unlike many private operators who may have a more focused geographical reach, NWR is the custodian of hospitality experiences within Namibia’s national parks and protected areas. This is our foundational, undeniable advantage.
•Exclusive Access to Namibia’s Crown Jewels
•Diverse Accommodation for Every Traveller
•Authentic Namibian Experience Rooted in Conservation
•Beyond Accommodation – We don’t just offer beds; we offer integrated experiences, our resorts feature on-site activities such as guided game drives, nature walks etc.
In essence, NWR offers an unparalleled gateway to Namibia’s natural wonders, combining diverse accommodation options with direct access, authentic experiences, and a profound commitment to conservation and local development. This holistic approach is what truly sets our portfolio apart and makes NWR the definitive choice for exploring the soul of Namibia.”
In terms of innovation and growth, what steps is NWR taking to diversify its products and services to meet evolving traveler expectations?
I know that traveler expectations are always shifting, and NWR is definitely not standing still when it comes to innovation and growth. Our strategy focuses on several key areas to diversify our products and services.
We continuously investing heavily in digital transformation – upgrading our online booking systems, enhancing our website experience, and leveraging data analytics to better understand guest preferences.
Also we strive to enrich the guest experience beyond just accommodation – to develop some experiential tourism products like specialized photography safaris, cultural immersion tours with local communities, and adventure activities that tap into Namibia’s unique landscapes – think guided hiking trails in lesser-known parts of our parks or stargazing experiences that truly stand out.
We’ve seen NWR actively engage in promotional campaigns across key source markets such as Europe and North America. Where does the African market fit into your broader strategic plans?
You’re absolutely right to highlight the importance of the African market, while Europe and North America are vital source markets for Namibia, the African continent, particularly the SADC region, is a cornerstone of our broader strategic plans, both for immediate growth and long-term sustainability.
•We are commited to the domestic Namibian market and the broader Southern African Development Community (SADC) as we actively run special promotions such as the “SADC special,” to encourage Namibians and our regional neighbours to explore the unparalleled beauty of their own continent and country. This not only builds a resilient tourism base less susceptible to global shocks but also makes our incredible natural heritage accessible to a wider audience. We see robust regional travel, particularly from South Africa and Botswana, and are working to expand that.
•Africa represents a significant growth frontier. As economies across the continent develop and the middle class expands, so too does the desire for intra-African travel. We recognize this immense, largely untapped potential.
A file picture of Epson and colleagie at this year’s FITUR International Tourism Fair
•Our strategy involves increased engagement with regional tour operators and travel agents – to build a stronger partnerships & networks to craft attractive packages.
•targeted digital marketing campaigns to reach African travelers where they are, with content that resonates with their travel motivations and preferences.
In essence, while our global marketing efforts target key international segments, our strategic focus on the African market is about building a robust, diversified, and sustainable tourism ecosystem. It’s about empowering our own citizens to experience their country, strengthening regional ties, and tapping into the immense growth potential within our own continent.
As we move through 2025, how has the year been for NWR so far? What trends or challenges have defined the first half, and what is your outlook for the remainder of the year?
“Thank you for that pertinent question. As we stand now, the year for NWR has been one of continued recovery and strategic adaptation. We’ve seen a generally positive trajectory, building on the strong rebound from the post-pandemic period. Some of the trends that have defined the year so far include:
•Sustained International Interest – we’ve continued to observe healthy demand from our traditional European markets, particularly Germany, Austria, and Switzerland, along with promising growth from North America and even some emerging Asian markets. This highlights the enduring appeal of Namibia’s unique wilderness and cultural offerings.
•Growing Domestic and Regional Travel – Our focus on making NWR accessible to Namibians and SADC residents through initiatives like the expanded Namleisure card and targeted promotions is certainly bearing fruit, providing a vital baseline for occupancy.
•Shift Towards Experiential and Sustainable Tourism – Travelers are increasingly seeking authentic, immersive experiences with a strong emphasis on sustainability. This aligns perfectly with NWR’s core values and unique access to protected areas.
Looking ahead to the remainder of the year, our outlook is cautiously optimistic. We anticipate the peak tourism season (July to September) to remain strong, driven by international leisure travel. Our strategic focus will be on:
•Optimizing Operations Ensuring seamless guest experiences, particularly at our busiest resorts, and continually enhancing service delivery.
•Leveraging Digital Transformation – to further refine our online presence and booking systems to capture demand efficiently.
As Acting Managing Director, what is your short- to medium-term vision for the Group? What priorities are guiding your leadership during this period?
•As Acting Managing Director, my short- to medium-term vision for NWR is centered on fortifying our foundations and accelerating sustainable growth. Three core priorities to guide us through this period:
•Enhancing the Guest Experience & Operational Excellence – Our immediate goal is to ensure every guest journey with NWR is exceptional by optimizing service delivery across all our properties, from seamless bookings to outstanding in-resort experiences. We’re investing in staff training, refining our operational processes, and leveraging technology to enhance efficiency and guest satisfaction. This forms the bedrock of our reputation and future success.
•Strategic Portfolio Management & Diversification – critically evaluating our existing portfolio to ensure each property is operating at its full potential with some targeted upgrades and maintenance of key facilities. Simultaneously, we’re exploring opportunities for prudent product diversification – looking at new experiential offerings, niche markets, and potentially strategic partnerships that align with our conservation mandate and expand our revenue streams beyond traditional accommodation.
This article was first published in the August 035 Issue of the VoyagesAfriq Travel Magazine
