Let’s cut to the chase. Sarawak welcomed 4.97 million visitors in 2025, generating RM12.45 billion in tourism revenue. The state is targeting five million arrivals in 2026—a figure that represents more than just recovery from the pandemic years; it signals a fundamental shift in how this destination is positioning itself on the global stage.

The growth trajectory is compelling. Between January and May 2025 alone, Sarawak recorded nearly two million arrivals, with Brunei contributing over 647,000 visitors and Indonesia nearly 297,000. But it is the emerging markets—China, India, and Taiwan—that represent the true opportunity for forward-thinking tour operators.

The opportunity also sits within the wider India–Malaysia tourism corridor , where Malaysia is increasingly strengthening its outreach to Indian travel professionals and outbound travellers.

Here is where the story gets genuinely interesting for the B2B community. Sarawak has established its own airline—Air Borneo—in 2026 as part of a broader strategy to take greater control of its aviation connectivity. The state is giving itself approximately three years to develop Kuching into a major aviation hub.

The ambition extends to a new international airport, with the existing Kuching International Airport eventually transitioning to a domestic role once the larger facility becomes operational. For travel professionals, this means direct access to markets that have traditionally required complex routing through Kuala Lumpur or Singapore.

The minister identified the Middle East, India, Indochina, Bangkok, Hong Kong, South Korea, and Japan among the markets Sarawak wants to connect with as its aviation plans develop.

Sarawak is positioning itself as a serious player in the business events sector. The state recently hosted PATA Travel Mart 2026 in Kuching at the Borneo Convention Centre Kuching, bringing together over 1,100 delegates from 48 countries—marking the first time PATA’s flagship travel trade event has been held in Sarawak.

The event facilitated more than 4,000 scheduled business appointments, connecting 221 buyers from 29 source markets with over 365 sellers. This was no vanity exercise; it was a deliberate statement of intent.

Here is where Sarawak differentiates itself from destinations chasing volume at any cost. The state has made it clear: tourism growth must benefit communities and the environment, not just fill spreadsheets.

Sarawak is pursuing ISO 20121:2024 certification for Event Sustainability Management Systems and has already cleared its Stage 1 audit.

The Sarawak Tourism Board’s destination proposition is built around five pillars: Culture, Adventure, Nature, Food and Festivals (CANFF). The state boasts two UNESCO World Heritage properties—Gunung Mulu National Park and the Archaeological Heritage of Niah National Park’s Caves Complex—alongside the Sarawak Delta UNESCO Global Geopark.

The Chinese market represents a significant opportunity for Sarawak, but the approach is sophisticated. Yao Hong, Vice Chair of the China Business Events Federation, emphasised that Chinese traveller needs are “no longer limited to general sightseeing.” Different groups require different products.

Yao brought Chinese buyers covering general and thematic tourism, study tours, incentive travel, corporate meetings, and association conferences. This suggests that Sarawak is being positioned not as a mass-market destination, but as a premium, experience-led proposition for discerning Chinese travellers.

Sarawak is leveraging its proximity to Brunei to create compelling multi-destination itineraries. The state is promoting a “one ticket, two countries” travel model, linking northern Sarawak with Brunei.

The strategy has already demonstrated practical viability. Earlier in 2026, 120 Hong Kong students flew directly to Brunei and entered Sarawak by road for a study tour. This is the kind of innovative product development that differentiates proactive DMOs from passive ones.

This also reflects the broader industry push toward secondary destinations and dispersed tourism flows , particularly as DMOs look for ways to distribute visitors beyond established tourism centres.