Five Million Visitors By 2031. Can Zambia Turn Its Tourism Potential Into Prosperity?

by Saviour Bruno Simulindi

Zambia has no shortage of attractions that can draw visitors from across the world. From the spectacular Victoria Falls to the wildlife-rich South Luangwa, Kafue and Lower Zambezi national parks, the country boasts a wealth of natural, cultural and historical treasures. Yet having these attractions is only part of the equation. Turning them into a thriving tourism industry requires effective institutions, sustained investment, strategic promotion and an environment in which visitors and businesses can thrive.

Efforts to organise and promote the sector have evolved over several decades. The Zambia National Tourist Board was established in 1979, followed by the Zambia Tourism Board in 2007. The sector’s institutional framework was further strengthened through the establishment of the Zambia Tourism Agency (ZTA) under the Tourism and Hospitality Act No. 13 of 2015. These changes reflected the growing recognition that tourism needed a stronger and more coordinated approach to marketing, regulation and development.

The Ministry of Tourism, established in 2011, provides the policy direction and strategic leadership needed to guide the industry. Its responsibilities include coordinating tourism development, facilitating investment, promoting cultural heritage and overseeing institutions within its portfolio. The ZTA, meanwhile, focuses on marketing Zambia locally and internationally, promoting tourism products, licensing tourism enterprises and supporting industry standards. Although their responsibilities differ, the success of the sector depends on the two institutions working closely together.

There are signs that these efforts are yielding results. International tourist arrivals increased from approximately 554,000 in 2021 to 1.39 million in 2023, before reaching a record 2,199,820 in 2024. The country recorded approximately 2.3 million arrivals in 2025. Domestic tourism campaigns, international exhibitions, destination marketing, visa reforms and the promotion of conference tourism have all contributed to raising Zambia’s profile as a destination.

However, growth in visitor numbers is only one measure of success. The greater test is whether that growth generates more revenue, creates employment, attracts investment and improves the livelihoods of people living in tourism destinations. A growing tourism industry should create opportunities not only for hotels and tour operators, but also for transport providers, farmers, craft producers, small businesses and communities whose heritage and natural resources help make Zambia attractive to visitors.

For that potential to be fully realised, some longstanding challenges must be addressed. Poor infrastructure and difficult access to certain destinations can discourage travel, while high domestic travel costs and limited international flight connections affect the country’s competitiveness. Inconsistent hospitality standards also risk undermining the visitor experience. At the same time, Zambia needs to expand its tourism offering beyond the well-known attractions of Victoria Falls and Livingstone.

Every province has something to offer, whether through traditional ceremonies, waterfalls, lakes, historical sites, wildlife or community-based tourism. Developing these attractions would spread the benefits of tourism more widely while giving visitors more reasons to explore the country. This must be supported by investment in infrastructure, skills development, professional customer service and affordable tourism packages. Local communities should also have a meaningful stake in tourism projects so that they benefit directly from the industry’s growth.

The private sector is equally important. Recent engagement between the ZTA and the Tourism Council of Zambia (TCZ), which reaffirmed their commitment to collaborative marketing, highlights the need for stronger partnerships. Government must provide supportive policies, reliable infrastructure and an enabling investment environment, while tourism operators invest in quality services, innovation and competitive products. The ZTA must also look beyond the number of promotional campaigns conducted and assess their impact through measurable outcomes, including visitor bookings, spending and business opportunities.

Zambia’s ambition to attract at least five million international visitors annually by 2031 is significant. Reaching that target will require more than attractive marketing campaigns. It calls for coordinated planning, sustained investment, improved access to destinations, stronger institutional collaboration and a tourism experience that meets international expectations. It also requires a clear strategy for ensuring that the benefits of increased tourism reach communities across the country.

Ultimately, Zambia’s tourism success should not be judged by visitor numbers alone. It should be measured by the jobs created, businesses sustained, revenue generated and communities empowered. The country already possesses the natural and cultural assets to compete on the global tourism stage. The challenge is to develop those assets into a competitive, accessible and sustainable industry that delivers lasting economic prosperity.