Atlantis Dubai has reinforced its position as a leader in responsible tourism after securing three sustainability accreditations recognising its continued commitment to environmental stewardship, responsible operations and community engagement.

Atlantis, The Palm and Aquaventure World have achieved EarthCheck Gold Certification for the seventh consecutive year, while Atlantis The Royal has retained EarthCheck Silver Certification for the third consecutive year.

The two luxury resorts have also once again received VERIFIED Responsible Hospitality recognition from Forbes Travel Guide and retained the Dubai Sustainable Tourism Gold Stamp, the highest level of recognition awarded by Dubai’s Department of Economy and Tourism for sustainability performance.

Kelly Timmins, Executive Director of Sustainability and Marine Animal Operations at Atlantis Dubai said: “These accreditations reflect the way we approach hospitality every day, delivering exceptional guest experiences while ensuring sustainability is embedded across our operations. Earning continued recognition from globally respected programmes such as EarthCheck, VERIFIED™ Responsible Hospitality by Forbes Travel Guide and the Dubai Sustainable Tourism Stamp demonstrates that meaningful progress comes from continuously challenging ourselves to reduce our environmental impact, support our communities and help protect the natural environments in which we operate.”

The certifications, verified through independent assessments, highlight progress across energy efficiency, resource conservation, responsible sourcing and social impact.

Atlantis, The Palm reduced energy consumption by 8.6% and greenhouse gas emissions by 7.5% year-on-year, while maintaining waste-to-landfill levels of just 1.8 litres per guest night.

Atlantis The Royal achieved reductions of 20.2% in energy use, 18.9% in greenhouse gas emissions and 19.4% in potable water consumption.

Aquaventure World also recorded improvements, including an 8.4% reduction in greenhouse gas emissions and a 12.4% decline in energy consumption.

Atlantis Dubai continues to expand its sustainability initiatives through renewable energy, circular resource management and conservation programmes.

More than 2,000 solar panels generate around 1.8 million kWh of renewable electricity annually across Atlantis, The Palm and Aquaventure World, while the destination avoids more than 3.6 million single-use plastic water bottles each year through its on-site water bottling plant, refill stations and reusable bottles.

The resort group has also strengthened responsible sourcing, with 100% of contracted seafood fully traceable through the SFS Trace platform, while advanced recycling programmes divert glass, paper, cardboard, soap, e-waste and other materials from landfill.

Food waste management has improved through Winnow AI technology, reducing edible food waste per cover by an average of 69.72% across selected restaurants since establishing the 2022–2024 baseline.

Marine conservation remains a key focus, with the Atlantis Atlas Project Contribution Programme distributing more than $500,000 among 30 research and conservation projects since 2021.

Sustainability efforts are supported by 79 Atlantis Atlas Ambassadors across 28 departments, helping drive awareness and continuous improvement.

Looking ahead, Atlantis Dubai said it will continue exploring innovative food waste management solutions and climate transition initiatives aligned with the UAE’s Net Zero 2050 vision, further strengthening its role as a responsible hospitality destination. 

Source; ttnworldwide.com

Africa’s aviation network is heavily concentrated around a handful of cities, with Nairobi serving as one of the continent’s four principal regional gateways, a new analysis by the African Airlines Association (AFRAA) of passenger traffic across Africa’s top 100 domestic, intra-African and international routes shows.

• •The AFRAA Routes and Connectivity Report, which analysed passenger traffic during the second half of 2025, ranked Jomo Kenyatta International Airport (JKIA) as Africa’s second busiest hub for intra-African connectivity after Johannesburg.
• •Johannesburg, Nairobi, Tunis and Cairo account for much of the continent’s regional connectivity, while internationally the busiest routes are concentrated almost exclusively on the North Africa-France corridor.
• •Overall, the analysis found that domestic routes accounted for 13.4 million passengers across the top 100 routes reviewed, compared with 9.3 million on international routes and 4.08 million on intra-African services.

Two Nairobi routes—Mogadishu-Nairobi and Entebbe-Nairobi—featured among the five busiest regional city pairs.

While Nairobi is strengthening its position as a regional aviation hub, domestic air travel across Africa continues to be dominated by South Africa and Nigeria. According to AFRAA, the two countries account for the continent’s largest domestic aviation markets, supported by their large populations, geographic size, multiple commercial centres and high demand for internal air travel.

The Cape Town-Johannesburg route remained Africa’s busiest domestic air corridor during the July-December 2025 period, carrying nearly two million passengers. It was followed by Durban-Johannesburg, while Abuja-Lagos ranked third, illustrating the importance of trunk routes in supporting economic activity and feeding regional and international airline networks.

The report also highlights a similar concentration in Africa’s international aviation market, where passenger traffic is heavily skewed towards routes linking North Africa and France. The busiest international connections were Algiers-Paris Charles de Gaulle and Algiers-Paris Orly, while Paris-Orly services to Tunis, Marrakech and Réunion also ranked among the continent’s top international corridors.

Paris Orly emerged as the most connected international airport in the analysis, reflecting the strength of tourism, diaspora and long-standing economic ties between France and the Maghreb region. Cairo and Algiers were the leading African gateways on international routes, reinforcing North Africa’s role as the continent’s primary bridge to Europe.

AFRAA said accelerating implementation of the Single African Air Transport Market (SAATM) could help reduce reliance on a handful of dominant hubs by encouraging more direct services between African cities. Expanding connectivity, it said, would strengthen trade, tourism and economic integration while improving access to underserved markets across the continent.

Source: kenyanwallstreet.com

The travel industry is changing faster than ever before. New technologies are reshaping customer expectations, business models are evolving, and competition is no longer limited by geography. In this environment, success requires more than industry knowledge. It requires leadership.

That is the thinking behind the KATA Leadership Training Programme, a three-day executive development initiative delivered by the Kenya Association of Travel Agents (KATA) in partnership with Management Centre Europe (MCE). The programme brought together travel professionals, business owners, managers, and industry leaders for an intensive learning experience focused on leadership, business growth, and digital transformation.

More importantly, the programme represents a major milestone in the realization of the KATA Academy vision: creating a culture of continuous learning and professional development within Kenya’s travel industry.

Speaking during the programme, KATA Vice Chairman Hamisi Hassan described the training as more than a classroom exercise.

“This is the beginning of an industry that wants growth,” he said. “As professionals, we must be willing to invest in ourselves, our businesses, and our people. If you think training is expensive and time-consuming, try ignorance.”

His remarks captured the spirit of the three-day programme, which challenged participants to rethink leadership, strengthen business capabilities, and prepare for the future of travel.

The journey began with Day One: Building the Leader.

Facilitated by Johan Beeckmans, Senior Associate at MCE, participants explored leadership mindset, emotional intelligence, communication, influence, change management, and strategic thinking. One of the most impactful lessons centred on the power of listening.

“Listening is leadership. Listening is empathy,” Beeckmans reminded participants.

In a simple but revealing exercise, attendees were asked to listen attentively for one minute without interrupting, taking notes, or planning their response. The exercise demonstrated that effective leadership begins with understanding others before seeking to be understood.

The day reinforced an important principle: leadership is not about authority. It is about influence.

Day Two shifted focus to Building the Business.

Participants explored sales, marketing, customer experience, negotiation skills, and competitive positioning in an increasingly crowded marketplace. Discussions examined how travel businesses can differentiate themselves and create lasting value for customers.

One concept that resonated strongly was Beeckmans’ explanation of the “5 Ps” of travel and tourism marketing: Product, Price, Place, Promotion, and People.

The message was clear. Great businesses do not happen by accident. They are intentionally designed around customer needs and experiences.

For many participants, the sessions highlighted a fundamental truth about the travel industry: businesses are not simply selling flights, hotel rooms, or safari packages. They are selling confidence, memories, and experiences that customers will remember long after a journey ends.

The final day looked ahead to Building the Future.

With digital transformation accelerating across the global travel sector, participants examined emerging technologies, artificial intelligence, innovation, virtual reality, augmented reality, and evolving customer journeys.

Yet despite the focus on technology, the programme consistently emphasized the importance of maintaining the human connection at the heart of travel.

“The future of travel is digital, but it must remain human,” Beeckmans noted.

The message resonated with an industry that increasingly relies on technology while still depending on trust, relationships, and personalized service.

For KATA, the programme reflects a broader commitment to equipping members with the skills required to remain competitive in a rapidly changing world. Through the KATA Academy, the association aims to create learning pathways that support professionals at every stage of their careers, from emerging talent to senior executives.

As the programme concluded, participants left with more than certificates. They left with practical tools, new perspectives, and action plans for their organizations.

The training demonstrated that the future of Kenya’s travel industry will not be shaped solely by technology, market conditions, or global trends. It will be shaped by leaders willing to learn, adapt, and invest in growth.

For KATA, that future has already begun.

And if the success of this inaugural leadership programme is any indication, the KATA Academy dream is steadily becoming a reality—one leader, one business, and one transformation at a time.

Much has been written about the challenges facing global tourism, but perhaps the more important story is how the industry is responding. Across destinations, airlines, hotels and tourism organisations, there is a growing focus on building resilience – not just to respond to periods of uncertainty, but to adapt, innovate and create a stronger foundation for future growth.

While the operating environment remains complex, longer-term forecasts point to continued confidence in the travel sector. According to Euromonitor International’s Travel in an Age of Poly-Crisis research, published in response to the current situation in the Middle East, travel spending across the Middle East and Africa is forecast to grow by 47.7% between 2025 and 2030, adding more than $50 billion to the regional travel economy. The report suggests that, despite geopolitical and economic headwinds, long-term demand for travel remains resilient, with expenditure expected to continue growing faster than GDP in many markets.

This reinforces an important point: traveller demand has not disappeared; it has evolved. Consumers are placing greater emphasis on flexibility, authentic experiences and journeys that deliver genuine value. For destinations and tourism businesses, this presents an opportunity to respond with more personalised offerings and stronger customer engagement. Businesses that can anticipate these changing expectations and respond with agility will be better positioned to build trust, strengthen loyalty and remain competitive.

One of the clearest ways the industry is responding is by strengthening the foundations that support long-term growth. Building traveller confidence remains central to this approach, with destinations continuing to invest in infrastructure, connectivity and visitor experiences that enhance both accessibility and appeal. 

According to STR, destinations with established tourism infrastructure, strong connectivity and diversified demand are generally better positioned to recover as traveller confidence strengthens. The findings reinforce the value of sustained investment, not only in physical assets but also in the partnerships, policies and experiences that help destinations remain resilient and competitive over the long term.

The industry is also responding by embracing innovation to better anticipate and meet changing traveller expectations. From AI-powered customer experiences to predictive analytics and seamless digital services, technology is enabling tourism businesses to become more agile, improve operational efficiency and deliver increasingly personalised experiences. Euromonitor identifies artificial intelligence and hyper-personalisation as two of the key trends shaping the future of travel, demonstrating how digital innovation is becoming an important driver of resilience in a rapidly evolving marketplace.

However, resilience extends beyond technology. It is equally about collaboration across the travel ecosystem. Governments, destinations, airlines, hospitality providers and technology companies all have a role to play in strengthening confidence, sharing knowledge and working together to create a more adaptable and sustainable industry. At a time when the region continues to navigate uncertainty, bringing decision-makers together has never been more important. It is through collaboration that the industry can share insights, respond to emerging challenges and identify new opportunities for sustainable growth.

This is where industry platforms such as Arabian Travel Market have an increasingly important role to play. By convening leaders from across the global travel ecosystem, ATM provides a forum where ideas are exchanged, partnerships are formed and practical solutions are explored. As the industry responds to an increasingly complex operating environment, these conversations become just as valuable as the commercial opportunities they create.

Ultimately, the industry’s response to uncertainty lies in its resilience, and resilience is built through collaboration. By bringing together the people, ideas and innovations shaping the future of travel, Arabian Travel Market helps create the connections and shared understanding that will support a stronger, more sustainable tourism sector for years to come.

Source: ttnworldwide.com

The conflict in the Middle East again negatively affected global air demand in June, as it declined for the fourth consecutive month, according to the latest report from the International Air Transport Association.

June total demand, as measured in revenue passenger kilometers, declined 1.7 percent year over year. Excluding the Middle East, demand declined by 0.6 percent. Total capacity, as measured in available seat kilometers, decreased 1.3 percent. Load factor dropped 0.4 percentage points to 84.2 percent for the month. 

Domestic demand in June contracted 3 percent year over year, with capacity down 2.4 percent. Load factor was 84 percent, down 0.5 percentage points compared with June 2025.

June international demand declined 0.9 percent year over year. Excluding the Middle East, international demand increased by 1.1 percent. Capacity was down 0.6 percent compared with June 2025, while the load factor dropped 0.5 percentage points to 84 percent.

The results in June are “largely due to domestic market declines in China, the U.S. and Japan, and weak but improving international demand for Middle East carriers,” IATA director general Willie Walsh said in a statement. “While Middle East performance improved, renewed tensions will not help the region’s recovery, and the knock-on impact of rising fuel prices will continue to burden travelers with higher airfares.”

The Middle East reported the sharpest declines—13.9 percent year over year for demand and 11.3 percent for capacity—and demand also dropped in North America and Asia-Pacific, down 1.1 percent and 2 percent, respectively. They were also the only other regions where capacity declined, 1.1 percent for North America and 2.1 percent for Asia-Pacific. Combined, those two regions compose 52.6 percent of the world share of global demand, according to IATA, using 2025 revenue per kilometer.

Brazil was the only domestic market to post increases in June in each demand and capacity, up 0.9 percent year over year and 4 percent, respectively. China reported the largest declines for each category—5.2 percent for demand and 3.4 percent for capacity. 

The Middle East posted the sharpest decline for June international demand, down 14 percent year over year. Capacity was down 11 percent. Those figures, however, were an improvement over recent monthly rate declines. North America also posted decreases in June international demand and capacity of 1 percent and 0.7 percent, respectively. Africa had the highest growth rates of 6.7 percent for demand and 7 percent for capacity. 

Source : businesstravelnews.com

As demand for air travel in Africa continues to rise, international carriers are racing to launch new routes to the region.

If flights around Africa have felt busier lately, the numbers back it up. IATA says African airlines delivered the strongest passenger-demand growth globally in March 2026, with international demand up 19.2% year-on-year. Capacity rose 4.2%, while the load factor hit 77.7%, up 9.8 points from March 2025. Globally, demand grew only 2.1%, held back by capacity constraints and geopolitical disruption. 

Zoom out, and the pattern holds: in 2025, Africa led all regions with 9.4% demand growth and 8.3% capacity growth, and the continent recorded a 75.3% load factor. Naturally, the surge in demand has not gone unnoticed. Airlines from around the world are expanding their African networks, with several routes to the continent on the horizon.

Etihad Airways

Etihad Airways is leading the Africa push, having announced the launch of six routes to the continent starting at the end of this year.

Departing from Abu Dhabi, the first to launch (on 7 November) will be a four-times-weekly service to Asmara, Eritrea.

Flights to Accra, Ghana; Kinshasa, Democratic Republic of the Congo and Lagos, Nigeria will follow in mid-March next year, while further services to Harare, Zimbabwe and Lubumbashi, Democratic Republic of the Congo are set to begin shortly after, at the end of March.

Antonoaldo Neves, chief executive officer of Etihad Airways, confirmed the expansion is a response to growing demand for air travel in the region.

“Demand for air connectivity across key African markets is outpacing existing supply, particularly in cargo and trade-linked sectors. This expansion is a direct response to that structural opportunity.”

Virgin Atlantic

Virgin Atlantic is also increasing its presence in the region, stepping up capacity to Johannesburg from London and to Cape Town.

The carrier is set to operate 10 flights per week to Johannesburg, and 11 flights per week to Cape Town.

Initially, the increased services will operate from 25 October to 27 March, with the airline deploying its Airbus A350-1000 to support the additional demand for Johannesburg and a Boeing 787 on the Cape Town routes.

The increased services will “offer customers greater flexibility and connectivity,” said the airline.

Source : businesstraveller.com