Every industry has its boardroom.

For Kenya’s travel trade, it increasingly looks like a KATA Chairman’s Breakfast.

There are no breaking news announcements. No ribbon cuttings. No grand product launches.

Instead, there are numbers. Big numbers.

The kind that tells the story of an industry far better than opinion ever could.

At this week’s Chairman’s Breakfast Meeting, KATA Chairman Dr. Joseph Kithitu walked members through Kenya’s latest BSP performance, painting a picture of an industry that is not merely recovering but growing. The headline figure was impossible to ignore.

USD 241.8 million.

That is what Kenya recorded in BSP sales by May 2026, representing a 10 per cent increase over the same period in 2025. April emerged as the standout month with an impressive 24.7 per cent year-on-year growth, while cash sales accounted for 91.3 per cent of total transactions. Evidence of strong liquidity and sustained consumer demand.

Those figures alone translate into tens of billions of shillings moving through Kenya’s aviation and travel ecosystem. Yet even those numbers tell only part of the story.

BSP captures airline ticket sales processed through IATA’s settlement system. Today’s travel market extends well beyond that. Direct airline bookings, NDC transactions, online travel platforms, and other distribution channels continue to account for an increasing share of airline sales.

In other words, the actual value of Kenya’s travel economy is considerably larger than the figures presented on the screen. For many businesses, that would have been enough. Celebrate the growth. Applaud the numbers. Move on.

Instead, the Chairman asked a far more uncomfortable question.

“Take these numbers, relate them to your business. Are you keeping pace or are you being left behind?”

That changed the atmosphere in the room. The presentation stopped being about national performance. It became personal because industry growth means very little if individual businesses are not growing alongside it.

The numbers had done their job. Now came the conversation.

One by one, travel agency owners picked up the microphone and spoke passionately about the state of the market. Business is growing. Travel demand is returning with remarkable strength. Some of Kenya’s leading agencies are handling more enquiries than they can comfortably manage. The opportunity exists.

The challenge is ensuring more agencies are positioned to benefit from it.

Repeatedly, speakers returned to one simple idea. Growth is not accidental. It is a choice—a decision to invest. A decision to modernise.  A decision to rethink the way business is done. That naturally brought the discussion to the technologies redefining global travel.

Artificial Intelligence. New Distribution Capability (NDC). Automation. Digital booking ecosystems.

For years, much of the conversation around these technologies has centred on disruption and uncertainty.

This room viewed them differently. The consensus was strikingly clear.

Don’t fight technology. Don’t fight AI. Don’t fight NDC. Embrace them.

The agencies that will thrive over the next decade will not necessarily be the largest. They will be the ones quickest to adapt, quickest to learn, and quickest to use technology to create better experiences for travellers.

Perhaps the most encouraging aspect of the morning was not the data itself but the willingness of members to openly debate what it means. The conversations were candid. Experienced agency owners shared what they were seeing in the market. Others spoke honestly about the pressures facing smaller businesses. There was an acknowledgement that while the industry is growing, not everyone is growing at the same pace.

That is precisely why these meetings matter.

Markets do not transform because statistics improve. They transform when businesses respond to those statistics.

The Chairman’s Breakfast has quietly become one of the few spaces where the industry pauses long enough to analyse itself. Not through speculation, but through evidence.

The partnership with RateHawk, which is celebrating its tenth anniversary this year, added another layer to the discussion. Insights shared by Ratehawk’s leadership reinforced how global distribution, technology, and changing traveller behaviour are reshaping opportunities for African travel businesses.

But perhaps the most valuable lesson from the morning was that data, on its own, changes nothing.

Numbers inform. People decide.

The USD 241.8 million was never the destination. It was the starting point.

It challenged every agency in the room to ask whether it was merely witnessing Kenya’s travel industry’s growth or actively participating in it.

That is what increasingly defines KATA Chairman Breakfast Meetings. They begin with statistics. They evolve into a strategy.

And long after the coffee cups are cleared away, the conversations continue inside boardrooms, across agency offices, and among industry leaders making decisions that will determine who captures the next wave of growth.

In an industry moving as quickly as travel, those conversations may be every bit as valuable as the numbers that spark them.

Kenya Airways has brought back its Boeing 777-300ER aircraft into service and is giving passengers a rare chance to fly on one of its biggest planes on the Nairobi-Mombasa route, complete with fares discounted by up to 50 per cent.

The move marks a major milestone for the national carrier as it continues its recovery journey and gears up for its 50th anniversary celebrations.

Speaking during the aircraft’s return to service on Wednesday, Kenya Airways Acting Group Managing Director and Chief Executive Officer George Kamal described the development as a symbol of the airline’s progress and ambitions.

“Today marks a proud milestone for Kenya Airways as we welcome back our Boeing 777-300ER into our service,” Kamal said.

“This is more than a return of an aircraft. It’s a symbol of our resilience, our ambition and the progress we continue to make as Kenya’s national carrier.”

In a deliberate move, the airline has deployed the wide-body aircraft on the Nairobi-Mombasa route before returning it to long-haul international operations.

The decision gives domestic travellers a chance to experience one of the most iconic aircraft in the Kenya Airways fleet.

“We have deliberately chosen to begin this journey on the Nairobi-Mombasa route, giving Kenyans the first opportunity to experience one of the most iconic aircraft in our fleet before it returns to international operations,” Kamal said.

To sweeten the experience, the airline has introduced promotional fares offering travellers discounts of up to 50 per cent as part of the countdown to its golden jubilee celebrations.

“And to make this more exciting and to celebrate even more, we decided to make a big promotion on our fares, giving you a 50 per cent discount as we begin the countdown to Kenya Airways’ 50th anniversary,” Kamal said.

He said the promotion is a gesture of appreciation to customers who have supported the airline over the past five decades.

“This is our way of thanking our customers for being part of our journey over the past five decades,” he added.

Kenya Airways also announced that the Boeing 777-300ER is scheduled to make its inaugural flight to London on July 17, 2026, marking its return to international service.

The airline said the move will strengthen connectivity between Kenya and key global destinations while supporting its broader growth strategy.

“The return of our Boeing 777 also marks the beginning of another exciting chapter as the aircraft prepares for its inaugural flight to London on the 17th of July 2026, further strengthening our global connectivity to our customers, partners and the entire Kenya Airways family,” Kamal said.

The Boeing 777-300ER is among the largest aircraft operated by Kenya Airways and is primarily used on long-haul routes because of its extended range and larger passenger capacity.

Kamal thanked customers for their continued loyalty and said the airline remains focused on connecting Africa to the rest of the world through safe, reliable services.

“Together we continue connecting Africa to the world and the world to Africa,” he said.

As it approaches its 50th anniversary, Kenya Airways says it will continue prioritising safety, reliability, and the African hospitality that has become synonymous with its brand.

Source: the-star.co.ke

Strong industries are built on strong institutions.

In Kenya’s travel sector, few institutions have grown in influence and relevance as steadily as the Kenya Association of Travel Agents (KATA). Behind that growth lies a Board that has spent the past year doing more than overseeing an association. It has been steering an industry voice that is increasingly shaping conversations on travel, aviation, tourism policy and professional standards both within Kenya and beyond.

At a time when the travel industry continues to navigate global uncertainties, regulatory shifts, technological disruption and changing consumer expectations, the role of industry associations has become more important than ever. For KATA, that responsibility has translated into a deliberate effort to strengthen advocacy, deepen partnerships, expand member value and ensure that Kenya’s travel trade remains represented where critical decisions are made.

Under the leadership of Chairman Dr. Joseph Kithitu, the Association has continued to grow both in stature and influence.

The result is an organization that is increasingly viewed not merely as a membership body, but as a strategic partner in shaping the future of travel and tourism.

Building Influence Where Decisions Are Made

One of the clearest indicators of KATA’s growing influence is its presence in key policy and regulatory spaces.

Over the past year, the Association strengthened its engagement with government agencies, regulators and policymakers, ensuring that the concerns and interests of travel agents remain part of national conversations.

A significant milestone was KATA’s inclusion in the National Air Transport Facilitation Committee (NATFC), following engagements with the State Department for Aviation and Aerospace Development. The committee plays a critical role in improving passenger facilitation, advising on aviation matters and supporting the development of Kenya’s air transport sector.

For travel agents, whose businesses are directly affected by aviation policy decisions, having representation at this level marks a major step forward.

The Association has also maintained a seat at one of the sector’s most important decision-making tables through its CEO Nicanor Sabula’s representation on the Tourism Regulatory Authority (TRA) Board. The position allows KATA to contribute to discussions shaping tourism regulations, industry standards and the future direction of Kenya’s tourism sector.

This growing influence reflects years of building credibility and constructive engagement with government and industry stakeholders. It also demonstrates the Board’s understanding that effective advocacy requires more than reacting to policy changes. It requires being present when those policies are being formulated.

A Stronger Voice for Travel Agents

Representation remains one of KATA’s most important mandates.

Throughout the year, the Board continued to champion issues affecting travel agents both locally and internationally. In an increasingly complex operating environment, where travel businesses face growing compliance obligations and changing airline distribution models, having a strong advocate has become essential.

KATA remained actively engaged in the IATA Agency Programme Joint Council (APJC), where critical issues affecting travel agents and airline distribution are debated. By working closely with counterpart associations in Uganda and Tanzania, the Association ensured that East African travel agents continued to have a voice in decisions that shape the industry’s operating environment. These efforts have reinforced KATA’s standing as one of the region’s most influential advocates for the travel trade.

The Association’s continuous engagement with the Ministry of Tourism and Wildlife further demonstrated its commitment to strengthening public-private sector collaboration. Such engagements provide opportunities to discuss challenges facing the travel trade while contributing to broader conversations about the future of Kenya’s tourism sector.

Extending Kenya’s Voice Beyond Its Borders

KATA’s influence is no longer confined to Kenya.

Over the years, the Association has steadily expanded its regional and international footprint, positioning itself as an important participant in global travel discussions.

KATA continuously facilitates participation by members in leading international trade platforms, including ITB Berlin, Arabian Travel Market, World Travel Market, Africa’s Travel Indaba and Meetings Africa.

These platforms are more than networking opportunities. They serve as gateways for business development, market intelligence, partnerships and destination promotion.

At the leadership level, KATA recently achieved a notable milestone with the election of Dr. Joseph Kithitu as Vice President of the Association of Eastern and Southern Africa Travel Agents (AESATA).

The appointment places Kenya in a strategic position within regional travel industry discussions and gives KATA greater influence in matters affecting travel agents across Eastern and Southern Africa.

Dr. Kithitu also continues to serve on the Board of the United Federation of Travel Agents Associations (UFTAA), one of the most influential global organizations representing travel agents.

Together, these positions have elevated Kenya’s profile within international travel circles while strengthening KATA’s ability to advocate for issues affecting its members beyond national borders.

Investing in the Future of the Industry

While advocacy remains a core function, the Board recognizes that the future competitiveness of the travel industry will depend heavily on knowledge, skills, and professional development.

As a result, capacity building has become a central pillar of KATA’s strategy.

One of the year’s landmark achievements was the signing of a Memorandum of Understanding with Kenya Utalii College. The partnership culminated in the inaugural Kenya Travel and Tourism Student Symposium, bringing together students and industry practitioners in a unique platform designed to bridge the gap between education and employment.

The initiative reflects a broader recognition that attracting and nurturing talent is essential for the long-term sustainability of the travel sector.

Beyond the symposium, KATA continued to offer professional training programmes, webinars and industry education initiatives aimed at equipping members with the tools needed to navigate an increasingly dynamic marketplace.

The Board’s emphasis on capacity development signals a shift from traditional association representation towards a more holistic model focused on empowering members to grow and succeed.

Strengthening Trust and Professionalism

As the travel industry becomes increasingly digital, issues of trust, credibility and verification have become more important.

In response to rising cases of fraud and misrepresentation, KATA continues to strengthen the use of secure digital membership certificates.

The initiative has improved verification processes, reduced opportunities for forgery and enhanced operational efficiency across the travel trade ecosystem.

While less visible than policy advocacy or international representation, such measures play a critical role in strengthening professionalism and protecting the reputation of the industry.

They also reinforce KATA’s commitment to maintaining high standards among its membership.

Growth That Reflects Confidence

Perhaps the strongest endorsement of the Board’s stewardship comes from the members themselves.

Over the last four years, travel agency membership has grown by more than 70 per cent, transforming KATA into one of the most representative industry associations in the sector. The growth reflects increasing confidence in the Association’s advocacy efforts, policy influence, capacity-building programmes and ability to deliver tangible value to its members. In many ways, it is a measure not only of growth, but of trust.

Building an Institution That Matters

For many organizations, success is measured by annual achievements.

For institutions, success is measured by relevance, resilience and long-term impact.

That is perhaps the most significant story emerging from KATA today.

Under the stewardship of its Board and the leadership of CEO Nicanor Sabula and the Secretariat team, the Association has continued to evolve from a representative body into an influential industry institution.

Whether advocating for travel agents, shaping policy, strengthening professional standards, developing future talent or representing Kenya on regional and global platforms, KATA is increasingly operating from a position of influence.

As the travel industry continues to evolve, the challenges ahead will undoubtedly be complex. But if the past year is any indication, KATA’s leadership has laid a strong foundation for an Association that is not only growing, but one that is helping shape the future of travel and tourism in Kenya and beyond.

That is what it means to build an association that matters.

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.