By Michael Pownall, Co-Founder and Managing Partner at Valor Hospitality Partners – AMEA
There should be no doubt that Africa’s tourism potential is enormous. The continent’s 54 countries are home to some of the most spectacular natural wonders, cultural experiences, and culinary delights on the planet. Home to more than a billion people, there’s also significant potential for a thriving internal Africa tourism market, especially as economic development continues, visa regimes ease, and intra-African flight routes expand, and become more affordable.
Should the continent’s tourism sector reach anything like its true potential, there are massive economic gains to be made, too. According to 2023 research from the World Travel and Tourism Council (WTTC), the African Travel & Tourism sector could add US$168 billion to the continent’s economy and create over 18 million new jobs by 2033. Players within the sector are noticing this growth too. According to the 2025 Hotel Development Pipeline Report by W Hospitality Group, there are 577 hotels and resorts with more than 104,000 rooms in the pipeline across the continent. That represents a 13% increase over 2024.
Achieving this growth potential will require a far more dynamic tourism sector than currently exists.
When I talk about a dynamic tourism sector, I’m talking about one that can anticipate, adapt, and innovate in line with global travel trends, tech shifts, and evolving guest expectations. It’s something we’ve incorporated into our philosophy at Valor and which we’ve honed in more than a decade of transforming hotel and resort properties around the world.
Valor Hospitality Partners globally manages over 100 properties. Approximately 85% of our portfolio consists of franchises with the major International hotel brands, the remaining 15% being managed as independent hotels. In Africa, we currently successfully operate properties in five countries and it’s on an accelerated growth trajectory, thanks to our highly focused and measurable delivery, both commercially and critically focusing on blending global best practices with authentic localised cultural experiences. The current development pipeline includes two deals signed in East Africa ( Nairobi in Kenya and Zanzibar, Tanzania), two in West Africa (Dakar in Senegal and Lagos in Nigeria) and three in Namibia (Swakopmund, Windhoek, Walvis Bay).
Building for the long term
The dynamism in question must go hand-in-hand with long-term thinking.
Resilience and environmental responsibility are critical in hospitality growth, particularly across the African continent. According to the World Meteorological Organisation, sub-Saharan Africa has a disproportionate vulnerability to climate change, thanks to high poverty rates, reliance on rain-fed agriculture, and limited capacity to adapt to climate change impacts. The tourism sector mustn’t simply adapt to that, but be a leader in building environmental and climate resilience.
At Valor, for example, we embed sustainability into every stage of project planning and operations, from energy-efficient design and responsible sourcing to community-focused employment and skills development. In the most recent African properties we’ve worked on, we’ve incorporated renewable energy solutions and local artisan collaborations ensuring economic benefits flow directly to surrounding communities while reducing environmental impact.
These kinds of smart partnerships also help build the kind of dynamism that today’s tourists demand. But it can’t just be individual hotels building those partnerships. If African tourism is to embrace the kind of dynamism that will see it fulfil its potential, there must be integrated partnerships across governments, investors, suppliers, and communities.
It can even extend to collaboration with international hotel groups. A good example of this is the deals we recently signed with IHG Hotels & Resorts, one of the world’s leading hospitality companies, in West Africa to manage the new Holiday Inn SD City in Dakar, Senegal and a new Crowne Plaza hotel in Lagos, Nigeria. Similarly, the other deals we signed with IHG Hotels & Resorts to manage three new-build properties in Namibia, namely the Vignette Dunes Resort, Swakopmund making its debut in the country, Holiday Inn Walvis Bay, and voco Windhoek, are equally significant.
These kinds of partnerships, along with others along the value chain, will allow players in the sector to offer elevated experiences that blend global expertise with local culture. As travellers increasingly seek out authenticity and personalisation, such capabilities will only become more important.
The road ahead
The future of Africa’s hospitality sector will belong to those who can adapt quickly, grow responsibly, and work together across the value chain. Only by adopting this dynamic approach will the sector be able to reach its full, long-term potential.
That means no one, including well-established players, will be able to adopt a business-as-usual approach and expect to thrive. The sector as a whole must therefore identify partners who can help them achieve real dynamism and unlock Africa’s full tourism potential.