Travel businesses often focus on products, pricing and technology. Yet according to Dr. Martin Oduor-Otieno, the industry’s most valuable asset is neither its booking system nor its inventory.

“In travel, your product is not a ticket. Your product is an experience, and your team delivers it,” he told delegates during the 2026 KATA AGM & Convention in Mombasa.

The statement formed the foundation of his presentation on Human-Centred Leadership, where he challenged travel industry leaders to examine how they lead, motivate and invest in their people.

For an industry built on customer experiences, the quality of service ultimately depends on the people delivering it. A flight booking, safari package or holiday itinerary may open the door to a journey, but it is employees who transform that journey into a memorable experience.

It is for this reason, Dr. Oduor-Otieno argued, that organizations seeking long-term success must pay as much attention to culture and people as they do to strategy.

“Execution is what makes a difference between a successful organization and others,” he said.

While many organizations dedicate significant resources to developing strategies, success often depends on the ability to execute those plans effectively. According to Dr. Oduor-Otieno, that execution begins with people.

“As we lead, we have to look at how we humanize our culture. How do we invest in the human wellbeing, growth and psychological safety in an organization?” he posed.

His message comes at a time when businesses across sectors are increasingly recognizing the importance of employee wellbeing and engagement. For travel companies, where customer interactions define the brand experience, creating environments where employees can thrive is becoming a strategic necessity rather than a human resource initiative.

“Employees come first if they are well looked after,” he said.

The reasoning is simple. Employees who feel valued and supported are more likely to provide exceptional service, solve problems effectively and create positive experiences for customers.

“How do you make a customer feel? Human-centred leadership talks about that,” he noted.

The emphasis on feelings and experiences reflects a broader shift in leadership thinking. Customers may not remember every detail of a transaction, but they often remember how an interaction made them feel. In travel, where emotions and memories are central to the product itself, those moments matter even more.

However, Dr. Oduor-Otieno was quick to dispel the notion that human-centred leadership is synonymous with leniency.

“Human-centred leadership does not mean it is soft. At the end of the day, the target must be met,” he said.

Rather than lowering standards, he argued, human-centred leadership creates the conditions that allow people to achieve them. Strong performance and empathy are not competing priorities; they are complementary ones.

Central to this approach is creating workplaces where people feel heard and respected.

“Creating a chance for every voice to be heard” is essential, he said, particularly in organizations seeking innovation, engagement and long-term sustainability.

Such environments are more likely to inspire what he described as discretionary effort — employees willingly going beyond the minimum requirements of their roles.

“How can you get discretionary effort from your employee? Going beyond their job?” he asked.

The answer, he suggested, lies not in policies or procedures alone, but in leadership that builds trust, encourages participation and gives employees a sense of purpose and belonging.

As organizations navigate an increasingly complex business environment, Dr. Oduor-Otieno urged leaders to view leadership as a long-term commitment rather than a short-term exercise.

“Leadership is not easy. It requires courage and determination. It requires leaders who are looking after their people well and achieve what targets you want to,” he said.

“Leadership is a marathon. It is not an event.”

His message resonated strongly with the convention’s theme, “The Journey: Build to Last,” serving as a reminder that enduring organizations are built not only through strategy and systems, but through people.

And in an industry where the product is ultimately an experience, investing in the people who deliver that experience may be the most important competitive advantage of all.

A profound transformation is being witnessed within the global travel industry as Singapore is rapidly established as a premier destination for holistic rejuvenation. Long synonymous with cutting-edge urban architecture and bustling commerce, the nation is now being heralded as a global pioneer in the integration of comprehensive wellness into the urban experience. Through meticulous long-term planning, significant governmental support, and substantial infrastructure investments, a new paradigm of “urban wellness” is being cultivated, successfully shifting the tourism narrative away from isolated, remote retreats towards highly accessible, city-based well-being.

A Vision for Future-Ready Tourism

The strategic direction of the Singapore tourism landscape is currently being guided by the comprehensive “Tourism 2040” roadmap. Within this framework, high-value, experience-led tourism is being prioritized, with wellness identified as a critical, non-negotiable pillar for sustainable growth. The objective of remaining a top-tier global hub for innovation and sustainable travel is being actively pursued at every level of policy.

It is anticipated that by the arrival of 2040, tourism-related economic contributions will see substantial growth, supported by a steadfast commitment to quality tourism that benefits both the national economy and the local population. This evolution is being driven by the necessity to cater to the nuanced needs of modern, health-conscious travellers who are increasingly seeking out experiences that promote physical vitality, mental clarity, and long-term health. The traditional vacation model is being discarded in favour of itineraries that facilitate personal growth and restorative recovery.

The Marina South Wellness Landmark

A flagship project that perfectly exemplifies this paradigm shift is the major development currently underway in the Marina South area. A seven-storey wellness facility is being constructed, with a highly anticipated opening scheduled for 2030. This landmark, which is being managed by the internationally renowned Therme Group, is being purposefully designed to democratize wellness by providing an inclusive space for both local residents and international visitors.

The facility is being planned as a complex, multifaceted environment featuring more than 20 specialized pools, therapeutic mineral-infused baths, and extensive, climate-controlled sauna zones. Beyond its water-based attractions, the development is being thoughtfully integrated with an expansive new coastal park, which will be accessible to the general public. By emphasizing affordable entry points and a vast variety of programming—ranging from deeply restorative heat therapies to family-oriented active play zones—a new global benchmark for urban wellbeing is being established.

Cultivating a “City in Nature”

The unique identity of Singapore as a “City in Nature” is being strategically leveraged to support this wellness-centric mission. The seamless integration of lush green corridors, extensive cycling networks, and highly pedestrian-friendly infrastructure is being utilized to encourage active living as a daily, effortless habit. Iconic landmarks such as Jewel Changi Airport and the nation’s vast park connector network are being transformed into environments that inherently promote physical movement and psychological stress reduction.

Furthermore, the National Parks Board has been instrumental in the creation of specialized “therapeutic gardens”, which have been designed specifically to support mental health. These spaces, which are being densely populated with sensory-stimulating flora and calming water features, are being utilized as essential public health interventions to assist those managing stress, anxiety, or neurodiverse challenges. By weaving these natural elements into the dense urban fabric, the traditional barriers between high-paced city life and restorative nature are being effectively dismantled.

Data-Driven Wellness Growth

The tangible success of these ambitious initiatives is being reflected in recent national and international economic data. According to the latest assessments from the Global Wellness Institute, the wellness economy within the country has experienced remarkable growth, reaching an estimated valuation of US$23.2 billion by 2024. Inbound wellness tourism has also seen a marked surge, with more than one million wellness-focused trips being recorded annually.

This growth is being further bolstered by the increasing consumer interest in “longevity travel”, where travellers are observed to prioritize preventative health screenings, personalized nutrition, and healthy ageing strategies as the central components of their international holiday itineraries. By positioning itself at the nexus of medical excellence and leisure, the nation is successfully capturing this high-value demographic.

Community and Festival Programming

The concept of wellness is being brought to life through large-scale, immersive, and community-led events alongside the construction of permanent infrastructure. The Wellness Festival Singapore is a key platform to aggregate various health programming for the masses, curated in close partnership with multiple government agencies.

Also, the Glow Festival and other large-scale events are constantly being raised through public-private partnerships that bring together world-class fitness instructors, mental health advocates, and community-driven health activities. These continuing festivals are being used to sell accessible, evidence-based wellness and create a strong culture of health that is far beyond the usual ephemeral luxury spa retreat.

It’s the start of something big, from the huge investments in architecture to the small, everyday additions of green space, and it’s setting the stage for really sustainable travel in the future. With the global focus on longevity, mental health and physical vitality influencing travel decisions, the city-state is steadfast in its position as an undisputed frontrunner of the emerging urban wellness movement.

Source: travelandtourworld.com

Riyadh Air has officially launched daily Riyadh–Dubai flights, marking a significant milestone in its rapid network expansion across the Gulf region. The new service strengthens air connectivity between Saudi Arabia’s capital and one of the United Arab Emirates’ busiest global aviation hubs. The move reflects rising demand for short-haul regional travel and supports stronger economic, tourism, and business links between the two major Middle Eastern cities.

The introduction of Riyadh Air Riyadh Dubai flights comes at a time when Gulf aviation markets are experiencing steady growth driven by increased passenger movement, expanding tourism flows, and intensified competition among regional carriers. The route is considered one of the most strategically important in the region due to its high-frequency demand and strong bilateral travel activity.

Daily Riyadh–Dubai Service Expands Regional Air Connectivity

The newly launched daily service enhances direct air connectivity between Riyadh and Dubai, two cities that play central roles in regional finance, trade, and tourism. The route is among the most heavily travelled in the Middle East, reflecting strong economic ties and continuous passenger movement.

By introducing daily operations, Riyadh Air aims to improve travel flexibility for passengers who frequently commute between the two cities for business and leisure. The increased frequency also supports more efficient same-day return travel options, which are particularly important for corporate travellers operating across GCC markets.

The Riyadh Air Riyadh Dubai flights also contribute to easing capacity pressure on existing airlines serving the route, offering more choice and improved scheduling distribution across the day.

Strategic Role in Riyadh Air’s Expansion Network

The launch of the Riyadh–Dubai route is part of Riyadh Air’s broader strategy to build a strong regional and international network from its hub in Saudi Arabia’s capital. The airline is gradually introducing high-demand routes to establish operational presence in key markets before expanding into long-haul destinations.

Dubai represents a critical aviation gateway connecting passengers to Europe, Asia, and Africa. By strengthening direct access to this hub, Riyadh Air is positioning itself as a competitive carrier within the highly active Gulf aviation sector.

The introduction of Riyadh Air Riyadh Dubai flights reflects the airline’s focus on high-frequency regional routes that generate consistent passenger demand and strengthen brand visibility in competitive markets.

Strengthening Economic and Tourism Links Between Saudi Arabia and UAE

The Riyadh–Dubai corridor is not only an aviation route but also a vital economic link between two of the Gulf’s largest economies. The new daily service is expected to further support trade relations, investment flows, and tourism exchange between Saudi Arabia and the UAE.

Business travel remains a key driver of demand on this route, with frequent movement of professionals between financial districts, corporate headquarters, and government institutions in both cities. The increased frequency supports faster and more flexible travel planning for executives and entrepreneurs.

In addition, tourism flows between Riyadh and Dubai continue to grow, supported by major events, entertainment offerings, and expanding hospitality sectors in both destinations.

Passenger Benefits and Improved Travel Flexibility

The launch of Riyadh Air Riyadh Dubai flights provides passengers with greater flexibility in choosing departure times and travel schedules. Daily service ensures consistent availability, reducing reliance on limited flight options and improving access during peak travel periods.

Passengers benefit from improved scheduling options, smoother connections via Dubai, and reduced constraints for short business trips. The increased frequency also improves seat availability during busy travel seasons and enhances overall route reliability.

Competitive Landscape in Gulf Aviation

The Riyadh–Dubai route is one of the most competitive short-haul corridors globally, served by multiple regional and international airlines. The entry of Riyadh Air into this market adds further capacity and increases competition in terms of pricing, service quality, and scheduling.

The Gulf aviation sector continues to expand rapidly, driven by strong government investment in tourism infrastructure and national carrier development strategies. Airlines across the region are actively increasing frequencies and launching new routes to capture rising demand for both regional and international travel.

The addition of Riyadh Air Riyadh Dubai flights strengthens this competitive environment and reinforces the importance of the route within global aviation networks.

Supporting Saudi Arabia’s Aviation Vision

The launch aligns with Saudi Arabia’s broader aviation and tourism development goals, which aim to position the country as a major global  travel hub. Expanding regional connectivity is a key part of this strategy, helping to integrate Riyadh more deeply into international aviation flows.

Riyadh Air’s expansion is expected to contribute to increased passenger volumes, stronger tourism inflows, and enhanced global connectivity for the Kingdom. The Riyadh–Dubai route serves as an early foundation for building a wider network that will eventually connect Saudi Arabia to major global destinations.

The introduction of daily Riyadh Air Riyadh Dubai flights represents an important step in the airline’s expansion strategy and strengthens one of the busiest air corridors in the Gulf region. The service improves travel flexibility, enhances regional connectivity, and supports growing demand between Saudi Arabia and the UAE. As Riyadh Air continues to expand its network, the airline is expected to play a key role in reshaping regional aviation competition and connectivity.

Source : travelandtourworld.com

As regional health authorities continue to monitor Ebola outbreaks reported in parts of East and Central Africa, Kenyan officials are emphasizing one key message: there is no confirmed Ebola case in Kenya.

While the country has heightened surveillance and preparedness measures, government agencies are urging the public, travellers and international partners to distinguish between vigilance and the presence of disease.

Kenya remains open for business, tourism and travel.

The Ministry of Health has maintained that the country is Ebola-free, even as it strengthens screening at airports, land border crossings and other points of entry. The enhanced measures are part of a broader precautionary strategy designed to protect public health and ensure the country remains prepared for any potential regional threat.

Health Cabinet Secretary Aden Duale has assured Kenyans that the government has activated response mechanisms, strengthened surveillance systems and enhanced coordination between national and county health teams. The measures, he says, are intended to keep the country safe and should not be interpreted as evidence of an outbreak within Kenya.

Understanding Ebola

Ebola Virus Disease (EVD) is a severe illness caused by infection with the Ebola virus. It spreads through direct contact with the blood, body fluids or tissues of an infected person or animal.

Common symptoms include fever, fatigue, muscle pain, headache, vomiting and diarrhoea. Contrary to some misconceptions, Ebola is not spread through the air and requires direct contact with infected bodily fluids for transmission.

Health experts note that early detection, isolation and treatment significantly improve outcomes, making surveillance and preparedness critical components of disease control.

Why Kenya Is on Alert

Kenya’s strategic location as East Africa’s transportation, tourism and business hub means that regional disease outbreaks require close monitoring.

With millions of travellers moving through the country’s airports, land borders and seaports annually, health authorities routinely activate enhanced surveillance whenever infectious disease outbreaks are reported within the region.

The current measures include traveller screening, laboratory preparedness, healthcare worker training, rapid response teams and strengthened coordination with international health organizations.

Officials stress that these are standard public health interventions designed to prevent the importation of disease rather than respond to active transmission within Kenya.

Tourism and Travel Continue Uninterrupted

For the tourism sector, the government’s message is equally clear.

There are no travel restrictions within Kenya, tourism activities are continuing normally, and the country’s parks, beaches, conference facilities and attractions remain fully operational.

The Ministry of Tourism and Wildlife has consistently emphasized the importance of relying on verified information and maintaining confidence in Kenya as a safe destination for both leisure and business travel.

Industry stakeholders say preparedness measures should reassure travellers rather than alarm them.

Airports remain operational, international airlines continue serving the country, conferences and events are proceeding as scheduled, and visitor experiences across the tourism value chain remain unaffected.

The reassurance comes at a time when Kenya’s tourism industry is enjoying record growth.

In 2025, the country welcomed 7.9 million travellers, including 2.7 million international visitors and 5.2 million domestic tourists. The sector generated approximately KSh500 billion in earnings and continues to play a vital role in supporting jobs, investment and foreign exchange earnings.

Preparedness Is a Sign of Strength

Public health experts note that one of the lessons from previous outbreaks around the world is that preparedness saves lives.

The fact that Kenya has increased screening, strengthened laboratories and trained healthcare workers should be viewed as evidence of a functioning public health system rather than a cause for concern.

Government officials continue to encourage travellers and members of the public to obtain information from official sources, observe recommended health precautions and report any suspected symptoms promptly.

The Bottom Line

The facts remain straightforward.

Kenya has no confirmed Ebola cases.

Travel and tourism activities are continuing normally.

Airports, hotels, attractions and businesses remain fully operational.

The government has heightened surveillance and preparedness measures as a precautionary step.

For travellers, investors and tourism partners, the message is one of confidence rather than concern: Kenya remains open, safe and vigilant, with authorities maintaining a high level of preparedness while ensuring that travel, tourism and business continue without disruption.

Kenya’s aviation sector is continuing to evolve as privately owned carriers expand their reach across East Africa, helping bridge connectivity gaps that have long challenged tourism, trade and regional mobility. The latest example comes from Nairobi-based Renegade Air, which has strengthened its fleet with the addition of a fifth Bombardier Dash 8-100 turboprop aircraft, reinforcing its ambitions to play a larger role in East Africa’s rapidly changing aviation landscape.

The aircraft recently arrived from Thailand and joins a growing fleet that now exceeds twenty aircraft. While the addition may appear modest compared with large airline fleet announcements elsewhere, for regional aviation in Africa, it represents an important investment in connectivity, flexibility and future growth.

For tourism operators, business travellers and regional passengers, the move highlights the increasing importance of smaller airlines in unlocking destinations often overlooked by larger carriers.

Renegade Air Continues Its Expansion Journey

Founded in 2012 and based at Wilson Airport in Nairobi, Renegade Air has steadily expanded its operations over the past decade. The airline has built its reputation by serving a combination of passenger and cargo markets, connecting Nairobi with destinations including Wajir and Kisumu while supporting broader transportation needs across Kenya and neighbouring regions.

Unlike larger network airlines that focus on major airports and high-volume routes, Renegade Air has developed a business model centred on flexibility and regional accessibility. This strategy has become increasingly valuable as demand for intra-African travel continues rising.

The arrival of the fifth Dash 8-100 strengthens the airline’s ability to serve routes where reliability, frequency and operational efficiency are often more important than aircraft size.

Why the Dash 8 Remains Popular in Africa

The Bombardier Dash 8-100 has long been regarded as one of the most practical aircraft for regional operations. Its ability to operate efficiently on shorter routes and at airports with limited infrastructure makes it particularly suitable for African conditions. The aircraft typically accommodates up to 37 passengers and offers the flexibility to support both passenger and cargo operations. For airlines such as Renegade Air, this versatility is a major advantage.

Many routes across Africa generate moderate demand levels that may not justify larger aircraft but still require reliable connectivity. The Dash 8 helps bridge that gap by providing efficient operations while maintaining commercial viability. Its rugged design and proven performance have made it a popular choice among regional carriers operating in diverse environments.

Tourism Benefits from Stronger Regional Connectivity

The significance of fleet expansion extends beyond aviation itself. Improved regional air services often play a critical role in tourism development. Destinations that lack sufficient connectivity can struggle to attract visitors despite possessing strong tourism potential. By increasing capacity and operational flexibility, airlines like Renegade Air help improve access to regions that may otherwise remain difficult to reach.

In Kenya, improved domestic and regional connectivity can support tourism flows to cultural destinations, wildlife attractions, business centres and emerging travel markets. For international visitors arriving in Nairobi, regional airlines frequently provide the crucial final link connecting them to destinations beyond major gateways. As East Africa’s tourism industry continues expanding, these connections become increasingly important.

Cargo Operations Add Another Dimension

Renegade Air’s business model is not limited to passenger transportation. The airline also serves cargo markets, a segment that continues growing throughout Africa. The ability to move goods efficiently across regional markets supports economic development while creating additional revenue opportunities for operators.

Aircraft such as the Dash 8 are particularly valuable because they can accommodate mixed-use operations, carrying both passengers and freight depending on market requirements. This flexibility helps airlines adapt to changing demand while improving route sustainability. For many African carriers, diversified operations are becoming an essential part of long-term growth strategies.

A Fleet Built for Multiple Markets

One of Renegade Air’s strengths lies in the diversity of its fleet. Over the years, the airline has operated aircraft including Fokker 50s, Cessna Caravans and multiple Dash 8 variants. This range allows the carrier to serve different market segments effectively. Smaller aircraft support charter services and niche routes, while larger regional aircraft provide capacity on scheduled services.

The addition of another Dash 8-100 enhances this flexibility and strengthens the airline’s ability to respond to evolving demand patterns. As passenger preferences and regional travel needs change, fleet diversity can provide a valuable competitive advantage.

East Africa’s Aviation Market Continues Evolving

The growth of airlines such as Renegade Air reflects broader changes occurring across East Africa. As tourism expands, business travel increases and regional integration initiatives gain momentum, demand for air services continues growing. Many travellers increasingly seek direct regional connections rather than relying exclusively on larger hub airports.

At the same time, governments and industry stakeholders are promoting improved mobility as a driver of economic growth. Regional carriers often play a critical role in achieving these objectives because they can operate routes that larger airlines may overlook. The expansion of private airlines is therefore becoming an increasingly important part of Africa’s aviation story.

Legal and Commercial Stability Supports Growth

The airline’s latest expansion follows a period of commercial consolidation. Earlier this year, Renegade Air secured a favourable court ruling in Kenya related to a lease dispute involving another Dash 8-100 aircraft. While separate from the new acquisition, the outcome reflects an operator focused on strengthening both operational and commercial foundations. Stable business conditions often support fleet investment, route development and long-term planning. For travellers and industry partners, such developments can contribute to greater confidence in future growth.

Conclusion

Renegade Air’s latest fleet expansion highlights the growing importance of regional airlines in shaping the future of African aviation. By adding a fifth Dash 8-100 turboprop, the Nairobi-based carrier is strengthening its ability to support tourism, trade and mobility across East Africa. As demand for regional travel continues increasing and connectivity gaps remain a challenge across many parts of the continent, airlines capable of efficiently linking smaller destinations may become some of the most influential players in Africa’s next aviation growth chapter. The expansion also reinforces a broader trend: the future of African connectivity may depend not only on major international airlines, but increasingly on agile regional operators capable of bringing underserved destinations into the aviation network.

Source: travelandtourworld.com

Emirates has become the first airline in the world to offer Comprehensive Travel Cover, an industry-first travel insurance product that handles it all, including medical cover for conflict-related incidents, backed by airline-managed hotel accommodation and extended-stay support across a range of disruption scenarios.

When itineraries include connecting on other airlines or Emirates services are unavailable, Emirates will also rebook disrupted customers to their destination at no additional cost, including where flights have been cancelled due to conflict-related disruption.

Customers can now plan and travel with even greater peace of mind from the moment they book their journey, with expanded medical cover in the insurance product, supported by Travel Guard, and additional disruption support by Emirates on top of the existing travel insurance offering.

For customers in South Africa, Emirates’ Comprehensive Travel Cover will be available from 17 June 2026 and can be purchased when booking flights on emirates.com or added to existing bookings via Manage Booking. The enhanced offering provides South African travellers with expanded protection and support before and during their journeys, including access to conflict-related medical expense cover, trip extension benefits and additional assistance during travel disruptions.

Emirates’ new Comprehensive Travel Cover includes trip cancellation cover, compensation for baggage delay or loss, unlimited medical expense and emergency evacuation cover worldwide, among other generous benefits. Newly added conflict cover provides reimbursement for medical expenses of up to US$ 25,000 and a free trip extension of up to 30 days. The cover is not restricted by government travel advice.

Rooted in Emirates’ ‘fly better’ brand promise and its duty of care to customers is airline-managed hotel accommodation during disruptions, including airspace closures**. This is in addition to existing customer-first benefits such as a free date change for tickets booked from 2 April, and the option to ‘hold my fare’ for 24 hours free of charge, giving travellers flexibility, reassurance, and support at every step.

Emirates Comprehensive Travel Cover is available at an accessible premium and delivers exceptional value. Available from today, it can be purchased on emirates.com at the time of booking or added to existing bookings via Manage Booking.*

Sir Tim Clark, President Emirates Airline said: “Listening to customer feedback, we realised that travel demand remains strong but there was a gap in the market with regards to travel insurance cover. Therefore, we acted to address our customers’ needs.  Together with Travel Guard, a leader in the global insurance industry, Emirates is pleased to offer an enhanced travel insurance product that is as comprehensive as it is reassuring for a wider range of situations. With strong demand for travel in summer, we are proud to offer our customers added confidence in planning their journeys to and through Dubai when they book with Emirates.”

Russel Antonio, Head of Global Business & Partnerships, Travel Guard added: “Our long-standing collaboration with Emirates is grounded in a shared commitment to elevating the customer experience. By combining our strengths once again, this new comprehensive travel product offers enhanced protection that sets a new benchmark in the industry and responds to the needs of today’s travellers.”
*Terms and conditions apply, coverage and availability may vary by market
**Delivered as an airline service (not an insurance-related benefit)

Comprehensive Travel Cover is available to purchase in the following markets:
Austria, Bahrain, Belgium, Canada, Cyprus, Czech Republic, Denmark, France, Germany, Greece, Hungary, Ireland, Italy, Kuwait, Malta, Netherlands, New Zealand, Norway, Poland, Portugal, Singapore, South Africa, Spain, Sweden, Switzerland, United Arab Emirates, United Kingdom

Source : breakingtravelnews.com

Emirates will strengthen its presence in Kenya from July 1, 2026, by introducing a third daily flight between Dubai and Nairobi, reflecting the growing strategic importance of the Kenyan market within the airline’s global network.

The new service, operating as EK717 from Dubai to Nairobi and EK718 from Nairobi to Dubai, will complement the airline’s existing twice-daily operations, increasing the total number of flights per week between the two cities to 21.

The additional flight will depart Dubai at 1:20 a.m. and arrive in Nairobi at 5:25 a.m., before returning from Nairobi at 7:10 a.m. and landing in Dubai at 1:15 p.m (local times).

For Emirates, which has served Kenya for decades, the expansion represents a significant increase in capacity on one of East Africa’s busiest international routes. For Kenya, it is a strong vote of confidence in the country’s growing tourism, trade and business sectors.

A Longstanding Presence in Kenya

Emirates first launched services to Nairobi in 1995, becoming one of the earliest Gulf carriers to establish a strong presence in the Kenyan market. Over the years, the airline has grown alongside Kenya’s economy, connecting travellers through its Dubai hub to destinations across Europe, Asia, the Americas, Australia and the Middle East.

The airline currently operates two daily services between Dubai and Nairobi using wide-body aircraft, providing both passenger and cargo capacity. These flights have become a critical link for tourists, business travellers, exporters and the Kenyan diaspora.

With the addition of a third daily frequency, Emirates will significantly increase available seats while offering passengers more flexibility in scheduling connections through Dubai, one of the world’s largest aviation hubs.

The move effectively gives travellers a near-round-the-clock choice of departures and arrivals between Nairobi and Dubai, strengthening Kenya’s access to global markets.

A Market on the Rise

The expansion comes at a time when Kenya’s tourism sector is experiencing unprecedented growth.

In 2025, the country recorded its strongest tourism performance on record, welcoming 7.9 million travellers, including 2.7 million international visitors and 5.2 million domestic tourists. The industry generated approximately KSh 500 billion in tourism earnings, reinforcing its position as one of Kenya’s most important economic sectors.

International arrivals grew by 9 percent year-on-year, more than double the global tourism growth rate of 4 percent.

These numbers help explain why international airlines are increasing capacity into Kenya.

Airlines typically deploy additional aircraft and frequencies only when they see sustained demand. Emirates’ decision therefore reflects confidence not only in current travel volumes but also in the long-term growth prospects of Kenya and the wider East African region.

Gateway to Global Markets

While Africa remains Kenya’s largest source market, accounting for 47 percent of international arrivals, Europe contributes 25 percent and the Americas 14 percent.

Dubai’s position as a global aviation crossroads makes it a powerful gateway for travellers from these regions. Emirates’ network provides seamless one-stop connections from major cities worldwide into Nairobi, helping feed international visitor arrivals into Kenya.

For the tourism industry, additional frequencies can translate directly into increased visitor numbers, particularly from long-haul markets where connectivity and convenience often influence travel decisions.

Industry stakeholders also see opportunities to attract more premium leisure travellers, conference delegates, corporate visitors and high-spending tourists seeking safari, beach and luxury experiences.

Boost for Business and Trade

The benefits extend beyond tourism.

Nairobi has steadily strengthened its position as East Africa’s leading commercial hub, attracting multinational companies, regional headquarters, development institutions and international organizations.

More flight options improve mobility for executives, investors and entrepreneurs travelling between Kenya and key global business centres.

The new frequency is also expected to support growing trade flows between Kenya, the Gulf region and international markets beyond.

Emirates SkyCargo has long played a vital role in transporting Kenyan exports, particularly fresh flowers, fruits and vegetables that require reliable and time-sensitive logistics.

Additional flights can increase cargo capacity and provide exporters with greater flexibility in moving products to overseas markets.

Supporting a Key Economic Pillar

The World Travel & Tourism Council estimates that travel and tourism contribute approximately KSh 1.2 trillion to Kenya’s economy and support around 1.7 million jobs.

The sector is also among the country’s largest foreign exchange earners, generating revenues that significantly exceed outbound tourism spending.

In this context, air connectivity is not simply about transportation. It is a critical enabler of economic growth.

Every new international flight supports a broader ecosystem that includes hotels, tour operators, conference facilities, restaurants, transport providers, exporters and countless small businesses that depend on visitor spending.

More Than an Additional Flight

The introduction of a third daily Emirates service is therefore about far more than increased frequency.

It reflects confidence in Kenya’s economic trajectory, acknowledges Nairobi’s growing status as a regional gateway, and responds to rising demand from both leisure and business travellers.

As Kenya continues to position itself as a leading tourism destination and investment hub, improved connectivity will remain one of its most valuable competitive advantages.

For Emirates, the additional flight strengthens a partnership with a market that has delivered steady growth for more than three decades. For Kenya, it is another indication that global aviation players increasingly view Nairobi as one of Africa’s most important and promising gateways.

ASKY Airlines has announced significant enhancements to its ASKYCLUB frequent flyer programme, introducing a more flexible system that allows members to earn elite status based on either miles travelled or the number of flights completed.

The changes, aimed at rewarding a broader range of frequent travellers, mark a shift from the programme’s previous structure, where status upgrades were determined solely by accumulated miles.

Under the revised framework, members can now qualify for status upgrades by meeting whichever threshold they achieve first—either mileage accumulation or flight frequency.

To attain SILVER status, members must now either accumulate 25,000 miles or complete 20 flights within a 12-month period. This means travellers who fly frequently on shorter regional routes can earn elite status even if they do not reach the mileage requirement.

The airline says the move reflects its commitment to enhancing customer experience while ensuring loyalty benefits are more accessible and equitable across its diverse route network.

“The objective is to offer greater fairness and better recognition to all frequent travellers,” the airline noted in announcing the changes.

The revised structure also introduces a more personalised validity period. Status validity will now begin from the date a member achieves a new tier rather than following a fixed calendar cycle.

Once members attain SILVER status, which remains valid for 12 months, they must earn 25,000 miles or complete 20 flights to retain the tier. To advance to GOLD status, members must accumulate 50,000 miles or complete 48 flights within the qualification period.

GOLD members, whose status is also valid for 12 months, can maintain their tier through the same thresholds of 50,000 miles or 48 flights. Advancement to the highest level, BLACK status, requires either 100,000 miles or 90 flights.

BLACK status, valid for 24 months, can be maintained through the same qualification requirements. Members who fail to meet the renewal criteria will be downgraded to the next lower tier.

The airline further explained that qualification counters reset each time a member reaches a new status level, creating a fresh earning period for future upgrades or renewals.

In addition to status recognition, ASKYCLUB members continue to enjoy bonus mileage rewards. SILVER members receive a 25 per cent mileage bonus on eligible flights, GOLD members earn a 50 per cent bonus, while BLACK members benefit from a 100 per cent mileage bonus on every qualifying journey.

The airline said the programme enhancements align ASKYCLUB with international loyalty programme standards while taking into account the realities of both regional and long-haul travel across its network.

ASKY also reminded members of the importance of ensuring their loyalty details are correctly captured during booking and check-in to receive mileage credit. The airline noted that members must be enrolled in the programme, provide their membership number when travelling, and ensure the name on their loyalty account matches the reservation exactly.

Miles remain valid for four years if unused.

Members can redeem accumulated miles for award tickets, cabin upgrades, and excess baggage allowances. Additional options include transferring miles to other programme members, purchasing extra miles, reinstating expired miles within three months, and extending the validity of miles for up to one year.

With the latest changes, ASKYCLUB aims to provide greater flexibility, stronger recognition, and enhanced rewards for travellers across its growing African network.

Kenya Airways, the national carrier of Kenya, together with ALL Accor, the powerful booking platform and loyalty programme of global hospitality leader Accor, is proud to announce a strategic partnership. This collaboration makes Kenya Airways the first African airline to partner with the globally renowned programme.

Through this partnership, members of Asante Rewards and ALL Accor can seamlessly earn and redeem points across both platforms, unlocking greater flexibility, enhanced value, and a more rewarding experience both in the air and on the ground. Members can exchange their rewards effortlessly through seamless two-way conversions, 3,000 Asante Rewards points can be converted into 1,000 ALL Accor Reward points, and 3,000 ALL Accor points can be converted into 1000 Asante reward points redeemable across Accor’s 5,800+ hotels and over 45 brands worldwide, from complimentary nights and in-hotel privileges to exclusive lifestyle experiences. Likewise, ALL Accor members will enjoy access to Kenya Airways rewards, including flights and travel-related benefits.

“Our partnership with Kenya Airways marks a pivotal moment, responding to the demand for connected, experience-driven travel across Africa and the Middle East where loyalty is key. By bringing hospitality and aviation together, we’re significantly enhancing the ALL Accor ecosystem by providing members with seamless access across our 45+ brands, from luxury to economy, including stays, dining, and exclusive events. This collaboration empowers our members with greater flexibility, stronger recognition, and more avenues to transform points into truly meaningful travel experiences,” said Kerry Healy, Chief Commercial Officer for Accor’s Premium, Midscale & Economy brands in the Middle East, Africa and Asia Pacific.

Raki Phillips, Regional President, Premium, Midscale and Economy, Middle East, Africa & Türkiye, at Accor added: “This partnership reflects the growing momentum of Africa and the Middle East as increasingly connected travel markets. For our guests, this makes travel feel easier and more connected. Kenya is a key market for us, and through this partnership their journey flows seamlessly from flight to stay, earning and redeeming along the way. It’s about simple, intuitive experiences that feel genuinely rewarding, wherever they go.”

Speaking on the partnership, Julius Thairu, Kenya Airways Chief Commercial and Customer officer said: “This collaboration represents a significant milestone not only for Kenya Airways, but for African aviation. As the first airline on the continent to partner with ALL Accor, we are proud to give our loyal customers even more ways to earn, convert, and redeem their rewards across a world of travel and hospitality experiences.”

This strategic partnership combines the strength of Kenya Airways’ growing global network with Accor’s global footprint of 5,800+ properties across more than 110 countries, spanning all segments including well-known brands such as ibis, Novotel, Pullman, Swissôtel, Sofitel, Fairmont and Raffles.

Members can now enjoy a seamless travel and lifestyle experience by redeeming their points for flights across Kenya Airways and its SkyTeam partners’ regional and international destinations, as well as lounge access and additional baggage as well as across Accor’s network for stays dining, wellness, and lifestyle experiences, delivering greater travel flexibility and enhanced loyalty rewards value.

With more than 100 million members worldwide, ALL Accor continues to grow rapidly and plays a central role in enhancing guest engagement across the Accor ecosystem. Members of both programmes can begin enjoying the new benefits through their respective loyalty platforms.

Source: breakingtravelnews.com