Kenya is stepping up efforts to drive domestic tourism to its northern frontier, with Samburu, Marsabit and Turkana receiving renewed attention as the country seeks to broaden the destinations available to local travellers.

The Kenya Tourism Board (KTB) has set a target of increasing domestic tourist numbers from about 5.1 million to 7.6 million by the 2027/28 financial year, placing domestic travel at the centre of efforts to strengthen and diversify Kenya’s tourism economy.

The renewed focus on the north comes as tourism stakeholders point to improved road and air access as an important factor in opening up destinations that have traditionally attracted fewer domestic holidaymakers.

For travel agents and tour operators, the campaign presents an opportunity to look beyond Kenya’s established tourism circuit and develop products around a region whose attractions extend well beyond conventional safari.

A different side of Kenya

Northern Kenya offers some of the country’s most distinctive landscapes and cultural experiences.

Samburu is known for its wildlife conservancies and dryland landscapes, while Marsabit combines forest, volcanic scenery and cultural heritage. Further north, Turkana offers the distinctive landscapes of Lake Turkana, desert environments and communities with deep cultural traditions.

The challenge for the tourism industry is turning awareness of these destinations into trips that are accessible and affordable for Kenyan travellers.

That is where travel agents and tour operators can play a role, developing shorter breaks, domestic safari packages, cultural experiences and adventure itineraries that give travellers a practical reason to explore the region.

Airlines connect the dots

Air connectivity is particularly important in northern Kenya, where long road journeys can make short domestic holidays difficult to package.

Several airlines that are also KATA Corporate Members form part of the network linking travellers to destinations in the north.

Safarilink provides air access to the safari circuit, including Samburu, while its wider network connects several of Kenya’s key tourism destinations. Its services give agents the ability to build itineraries that combine different safari regions without requiring travellers to return to Nairobi between every leg.

Skyward Airlines provides scheduled connectivity to Lodwar, opening an important gateway into Turkana and the wider north-western region.

IFly Air Solutions, another KATA Corporate Member, provides connectivity to Wajir, linking the north-eastern part of the country with the wider domestic aviation network.

Together, these connections demonstrate that northern Kenya is not simply a collection of remote destinations. There is already an aviation network that can support tourism, business travel and other forms of movement into the region.

For the travel trade, the opportunity lies in connecting those air services with accommodation, ground transport, experiences and competitively priced packages.

Turning connectivity into demand

Improved connectivity does not automatically translate into more tourists. The destinations also need products that consumers can easily understand and book.

A traveller considering a weekend away, for example, needs to know not only what there is to see, but how to get there, where to stay, how long the journey takes and what the overall cost will be.

Travel agents can help bridge that gap by packaging the different components of a trip and presenting northern Kenya as a range of bookable experiences rather than simply individual destinations.

The approach could also help distribute tourism spending more widely. Greater domestic demand can support accommodation providers, guides, transport operators, restaurants, attractions and communities across destinations that have historically had a smaller share of Kenya’s tourism traffic.

A market beyond the traditional circuit

KTB’s 7.6 million domestic-tourist target gives the industry a sizeable market to work with. Achieving it will require more than destination marketing, however.

It will require collaboration between tourism boards, airlines, accommodation providers, tour operators and travel agents to make lesser-visited destinations visible, accessible and commercially viable.

For northern Kenya, the foundations are already emerging: a growing domestic tourism focus, air links into key destinations and an established travel trade capable of packaging and distributing the experience.

The next step is to turn those ingredients into journeys that more Kenyans can discover — and book.

Emirates is set to introduce its Airbus A350 on the Dubai–Nairobi route from 25 October 2026, bringing its latest-generation aircraft and Premium Economy cabin to Kenya for the first time.

The A350 will operate EK717 and EK718, making Nairobi the 32nd destination in the Emirates network to receive the aircraft. The deployment will introduce a three-cabin configuration comprising Business Class, Premium Economy and Economy Class, with capacity for up to 298 passengers.

For Kenya’s travel trade, the most notable change is the arrival of Emirates’ Premium Economy product. The cabin is positioned between Economy and Business Class, offering wider leather seats, additional legroom, adjustable headrests, leg and footrests, in-seat charging and a 13.3-inch entertainment screen.

A new product for the Kenya market

The introduction gives travel agents another cabin option to present to customers who want greater comfort than Economy without moving to a Business Class fare.

The product could be particularly relevant for corporate travellers, premium leisure clients and passengers connecting through Dubai to destinations in Europe, the Americas and other long-haul markets. Emirates currently operates 21 weekly flights between Nairobi and Dubai, following the introduction of its third daily service in July.

The A350’s Business Class cabin features a 1-2-1 configuration with direct aisle access for every passenger, while Economy has upgraded seating and Emirates’ latest ice inflight entertainment system with 13.3-inch 4K screens.

More choice for agents

The aircraft deployment adds another dimension to how agents can structure Dubai and beyond itineraries. Premium Economy provides an additional price-and-comfort proposition that can be considered when clients are upgrading from Economy but do not require the full Business Class product.

It also comes as Emirates continues to expand its proposition in Kenya. The airline introduced its third daily Nairobi service in July, taking the route to 21 flights per week and improving connection options through Dubai.

Emirates has confirmed that tickets can be booked through its website and app, as well as through online and offline travel agents and the Emirates World store in Nairobi.

For agents, the immediate opportunity is to familiarise themselves with the new cabin, its fare availability and applicable booking conditions ahead of the October rollout. The A350 deployment gives the Kenya market access to a product that was previously unavailable on Emirates’ Nairobi service, expanding the range of options agents can present to travellers across different budgets and comfort requirements.

Kenya Airways is embarking on one of its most significant technology transformations in more than two decades, selecting Sabre and Branchspace to overhaul the systems that underpin how the airline sells, books and manages travel.

Announced on 22 September, the partnership will see Sabre replace Kenya Airways’ existing reservations and ticketing platform, which has supported the airline’s reservations, inventory management and airport check-in operations for more than 20 years. The new platform will become a core operational and commercial technology layer for the airline.

Alongside the Sabre implementation, Kenya Airways has appointed travel technology and consulting firm Branchspace to develop the digital commerce layer through which customers will interact with the airline. Branchspace’s Triplake platform is expected to serve as the airline’s primary digital customer touchpoint from the beginning of the rollout.

Moving towards modern airline retailing

The transformation goes beyond replacing an ageing reservations system. Kenya Airways says the new technology will support a shift towards more personalised, offer-and-order-based airline retailing.

The Sabre platform, built on Sabre Mosaic, will support reservations, ticketing, inventory and airport check-in while also introducing Mosaic Offer Optimisation. According to the airline, this will support continuous learning and dynamic pricing capabilities, enabling the carrier to develop offers that respond more closely to traveller demand.

For travellers, this is expected to translate into more tailored fares and ancillary options, greater flexibility in bundling different elements of a journey, smoother digital and mobile booking, faster airport check-in and improved self-service.

Kenya Airways also expects the new technology to strengthen disruption management, including faster real-time rebooking when travel plans are affected. The airline’s Asante Rewards programme is also expected to receive an upgraded experience under the new platform.

Chief Commercial and Customer Officer Julius Thairu described the move as an important step in Kenya Airways’ retailing transformation, with the new technology providing a more flexible foundation for personalised, offer-and-order-based retailing.

What it could mean for travel agents

For the travel trade, the significance of the announcement extends beyond the airline’s website or mobile booking experience.

A change to the technology underpinning an airline’s reservations, ticketing and inventory functions can have implications for the wider distribution ecosystem, particularly as carriers move towards richer content, personalised offers and modern retailing models.

Kenya Airways says the new platform will align with industry standards including IATA’s New Distribution Capability (NDC), which is designed to enable airlines to distribute richer and more flexible content through modern distribution channels.

For travel agents, areas to watch will therefore include how KQ content is presented and accessed through distribution channels, the availability of ancillary products, fare and offer structures, ticket servicing and rebooking processes, and any changes to existing agency workflows.

The airline says its modular technology approach will allow the transformation to be introduced progressively rather than through a single disruptive system cutover.

A broader shift in airline distribution

Kenya Airways’ move reflects a wider evolution in airline technology, as carriers transition from traditional passenger service systems towards platforms designed around retailing, personalised offers and a more integrated customer record.

For KQ, the objective is to bring shopping, booking, servicing and fulfilment closer together while giving its commercial teams greater control over how products and offers are presented across channels.

The change will therefore be closely watched by Kenya’s travel agent community. As implementation progresses, further communication from Kenya Airways, Sabre and the relevant distribution partners will be important in establishing what changes, if any, agents will need to make to their existing booking, ticketing and servicing processes.

The Kenya Association of Travel Agents (KATA), in partnership with Travelport, brought together Eastleigh-based travel agents for a breakfast engagement at PrideInn Azure Hotel, Westlands, Nairobi, providing a platform for agents to discuss the realities of running a travel business, the value of industry representation and the need to keep pace with a rapidly changing travel landscape.

Led by KATA Board Director Abdikadir Mohamed, the session focused on the role of an industry association in creating a stronger and more connected travel agency community. Abdikadir emphasised that belonging to an association gives agents a collective platform to engage on issues affecting the sector, access industry opportunities and contribute to conversations that shape the future of travel in Kenya.

He also highlighted the importance of professional growth and collaboration among travel agents, noting that the strength of the industry is closely linked to the ability of individual businesses to connect, share knowledge and work collectively on common industry priorities.

KATA CEO Nicanor Sabula addressed the regulatory environment within which travel agencies operate, emphasising the importance of licensing and compliance with the requirements of the Tourism Regulatory Authority (TRA). He urged agents to treat compliance as an integral part of building a sustainable travel business rather than simply a regulatory obligation.

Sabula noted that operating within the established regulatory framework provides businesses with a stronger foundation for long-term growth, while helping to build confidence among customers, suppliers and other industry partners. For travel agencies, maintaining the required licences and meeting regulatory obligations is therefore an important part of establishing credibility and creating a business that can operate sustainably in a competitive market.

Nita Nagi, Executive Director & Region Head, Kenya & Mauritius, Travelport, further reinforced the importance of compliance and responsible business practices, encouraging agents to ensure that their businesses remain properly structured and compliant as they pursue growth. She emphasised that sustainable businesses are built on strong operational foundations, with compliance, professionalism and consistency forming part of the trust that agents establish with customers and industry partners.

The Travelport team also took agents through developments in travel distribution and technology, with particular attention to New Distribution Capability (NDC) and the changes taking place across the travel retailing environment. The discussion highlighted the need for agents to understand emerging technologies and adapt their businesses as the way travel content is distributed and accessed continues to evolve.

For travel agents, the shift towards new distribution models presents both changes and opportunities. Embracing technology can enable agencies to work more efficiently, access evolving travel content and improve the way they serve customers. The Travelport team encouraged agents to remain curious about these developments and continuously build their knowledge rather than allowing changes in technology to leave their businesses behind.

The discussion also highlighted the broader shift taking place in the travel industry, where technology is increasingly influencing how airlines distribute content, how agents search and compare options, and how travellers interact with travel businesses. For agencies seeking to remain competitive, keeping up with these developments is becoming an important part of business strategy.

Beyond the presentations, the breakfast provided an open forum for Eastleigh-based agents to raise questions, share experiences and discuss issues affecting their businesses. The engagement allowed KATA and Travelport to hear directly from agents while giving participants an opportunity to engage with industry leaders and a major technology and distribution partner.

The engagement reflects KATA’s continued efforts to strengthen its connection with travel agents across different markets and business communities. By creating opportunities for direct interaction, the Association is able to bring industry issues closer to its members while connecting agents to partners, knowledge and opportunities that can support their growth.

The meeting also reinforced the importance of consumer confidence within the travel sector. KATA continues to encourage travellers to verify their travel agents through the official KATA website, providing customers with a reference point when selecting a KATA member agency for their travel needs.

The partnership with Travelport provided an important platform for the discussion, bringing together the industry association, travel technology provider and travel agents around issues that affect the future of the sector.

As travel continues to evolve, the message from the engagement was clear: sustainable travel businesses require strong foundations, professional compliance, collective representation and a willingness to embrace change.

Moi International Airport has earned three runner-up honours at the 2026 Airports Council International Africa Passenger Facilitation and Readiness Excellence Awards, recognising the airport’s performance in governance, stakeholder integration and operational processes. The awards were presented during the ACI Africa Conference Gala Dinner in Abuja, Nigeria, placing Mombasa’s main international gateway among airports recognised for their efforts to strengthen passenger facilitation and operational readiness.

The airport was recognised in the category for facilities handling fewer than two million passengers annually, with the three honours covering Governance, Stakeholders Integration and Processes. The recognitions reflect different but interconnected aspects of airport operations, from the leadership and oversight structures that guide service delivery to the coordination of the many stakeholders involved in moving passengers through the airport and the procedures designed to make that journey more efficient.

The Governance recognition highlights the importance of clear leadership, defined responsibilities and effective oversight in maintaining consistent airport operations. The Stakeholders Integration recognition focuses on the coordination required between airlines, government agencies, ground handlers, service providers and other partners whose activities collectively shape the passenger experience. The Processes recognition, meanwhile, acknowledges systems and procedures that support passenger movement, operational efficiency and continuous improvement.

Organised by Airports Council International Africa (ACI Africa), the Passenger Facilitation and Readiness Excellence Awards assess airport submissions through a jury evaluation against defined areas of passenger facilitation and operational readiness. The awards are structured according to annual passenger traffic bands, allowing airports to be assessed alongside facilities operating at a comparable scale.

The recognition comes as Mombasa continues to strengthen its position as an important gateway for Kenya’s coastal tourism and wider regional economy. Moi International Airport connects visitors with hotels, travel agencies, tour operators, attractions and other tourism businesses across the Coast, making the airport experience an important part of the overall visitor journey.

For the travel industry, the significance of airport performance extends beyond the terminal. A passenger’s experience is shaped by a chain of connected services, from booking and airline operations to immigration, ground handling, transfers and onward travel. Effective coordination between these different players can therefore have a direct bearing on how visitors experience a destination from the moment they arrive.

The three ACI Africa recognitions reflect the collective effort behind that experience, acknowledging the Moi International Airport team and the partners whose work supports its day-to-day operations. They also highlight the importance of the systems, relationships and processes that passengers may not always see but rely on throughout their journey.

For Mombasa, the recognition provides another spotlight on the infrastructure and partnerships supporting the Coast’s growing tourism and business travel ecosystem, while reinforcing the role of Moi International Airport as a critical link between the destination and the travellers it welcomes.