The emirate is integrating tourist visa applications into its official tourism website while introducing an invitation-only membership programme aimed at strengthening visitor loyalty.

Dubai is moving to bring more of the visitor journey onto its official tourism platform, introducing online tourist visa applications through Visit Dubai alongside a new membership programme targeting repeat visitors.

The initiatives, announced on 1 November by Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, are part of the emirate’s wider strategy to strengthen its position as a global destination for business and leisure.

Under the new arrangement, visitors will be able to apply for single-entry and multiple-entry tourist visas through Visit Dubai, the emirate’s official tourism website. The General Directorate of Identity and Foreigners Affairs – Dubai (GDRFA Dubai) will retain responsibility for assessing applications and issuing visas.

The integration is being implemented through the Shared Digital Channels Initiative, bringing government services together with destination information, attraction bookings, event listings and itinerary-planning tools on a single platform.

For travel agents and tour operators, the development signals a further shift towards digital destination services. Travellers will increasingly be able to research a destination, explore its attractions and access selected government services through the same digital channel.

However, the announcement does not mean that travel agents are being excluded from the visa application process or that existing visa channels are being discontinued. Further details on how the new service will operate are expected from the authorities.

Alongside the visa initiative, Dubai is introducing the Dubai Access Club, an invitation-only membership programme designed to encourage repeat visits.

The programme will bring together exclusive experiences, services and benefits for invited returning visitors, with the objective of building longer-term relationships between travellers and the destination.

Unlike a conventional visitor promotion campaign, the initiative is structured around visitor retention, giving Dubai another mechanism to maintain engagement with people who have already experienced the city.

The announcement comes as Dubai continues to rebuild tourism momentum following travel disruption earlier in 2026.

Data from the Dubai Department of Economy and Tourism show that the emirate welcomed 6.97 million international overnight visitors between January and August 2026. August alone accounted for approximately 869,000 arrivals, the highest monthly figure since February.

Hotel occupancy reached 66 per cent in August, recovering from 36 per cent in March, while the city’s hotel inventory approached 149,000 rooms.

The emirate is pursuing a broader ambition under its Dubai Economic Agenda, D33, to become one of the world’s top three destinations for business and leisure.

For Kenya’s travel trade, Dubai remains an important destination for holidaymakers, families, corporate travellers and passengers connecting through the emirate’s aviation network.

The latest measures add another dimension to how the destination markets itself internationally: not only attracting first-time visitors but also making it easier to maintain relationships with those who have already travelled there.

As digital services become more integrated into destination marketing, travel businesses will need to follow how visa applications, visitor benefits and direct booking channels evolve, particularly where they intersect with the services agents provide.

Sources: protocol.dubai.ae

Kenya is targeting 60% growth in Meetings, Incentives, Conferences and Exhibitions (MICE) tourism next year, supported by investments in convention facilities, airport expansion and improved transport connectivity.

Kenya Tourism Board (KTB) Chief Executive Officer June Chepkemei said new convention centres, including the Bomas International Convention Complex, Kisumu Convention Centre and Tembo International Convention Centre at the Coast, will increase the country’s capacity to host international events.

The facilities are expected to accommodate 10,000, 5,000 and 6,000 delegates respectively. In 2025, conference tourism accounted for 643,068 visitors, representing 25% of total arrivals.

“With the Bomas International Convention Complex expected to accommodate 10,000 delegates, while the Kisumu and Mombasa convention facilities will accommodate 5,000 and 6,000 delegates respectively, we are confident that the MICE segment will significantly boost our visitor arrivals from next year,” Chepkemei said.

She added that the planned expansion of Jomo Kenyatta International Airport’s passenger-handling capacity from eight million to 20 million would further strengthen Kenya’s position as a business tourism destination.

Chepkemei spoke at the World Travel Market in London, where Kenya was represented by more than 40 tourism trade partners.

Meanwhile, Kenya Wildlife Service (KWS) Chairman Joseph Lagat said the agency was offering discounts of up to 30% to encourage international organisations and corporates to host conferences within national parks.

KWS is also promoting multi-park safari packages and encouraging private investment in accommodation facilities in less-visited destinations, including Meru, Marsabit, Ruma and Mount Elgon.

In Samburu, the county government is offering targeted groups, including filmmakers and organised visitors, a 50% waiver on applicable park entry fees to attract more tourists.

County Tourism Executive Raphael Lenayiarra said improved transport infrastructure would open up tourism opportunities in Northern Kenya.

“The Great North Road linking Kenya to Ethiopia is an important development that is improving accessibility to tourism destinations across Northern Kenya and opening up new opportunities for the region,” Lenayiarra said.

The initiatives aim to diversify Kenya’s tourism products, attract private investment and spread tourism benefits across more regions.

Source: citizen.digital

The Kenya Association of Travel Agents (KATA) has been nominated for Best Association at the 2026 Mombasa Business Awards organised by the Kenya National Chamber of Commerce and Industry (KNCCI), recognising the association’s growing engagement in the Coast region’s business and tourism sector.

The nomination comes amid increased activity by KATA’s Coast chapter in destination promotion, industry representation, stakeholder engagement and efforts to strengthen the business environment for travel agents in Mombasa.

The awards have opened public voting, with KATA calling on its members, industry partners and the wider travel fraternity to support its nomination.

KATA Chairman Dr Joseph Kithitu congratulated the Coast team, crediting its work for raising the association’s profile in the region.

“Well done, KATA Coast team. You have raised the KATA banner there. You have been outstanding this year! We will support you to bring this home,” Kithitu said.

The nomination follows a period of increased engagement by KATA Coast with Mombasa’s tourism and business stakeholders. The chapter, led regionally by KATA Board Director Patrick Maina Kamanga, has been involved in discussions around tourism development, destination competitiveness and opportunities for travel businesses.

In January 2026, KATA played a leading role in a Mombasa Tourism Council quarterly roundtable hosted by Governor Abdulswamad Sheriff Nassir. The association pushed for greater tourism product diversification and improvements to the visitor experience, including efforts to reposition Mombasa’s Central Business District as a stronger tourism destination.

The discussions highlighted the importance of expanding tourism beyond traditional beach and resort experiences to include city tours, cultural attractions and other products that travel agents can package for visitors.

KATA’s engagement has also extended to direct destination promotion. During the 2026 UN World Tourism Week celebrations in September, Coast members participated in a beach and city conservation campaign, tourism stakeholder engagements, the World Tourism Day carnival and a visitor welcome exercise at Moi International Airport.

The airport initiative brought together KATA members, county representatives and airline partners to welcome passengers arriving in Mombasa, including those travelling on Kenya Airways, Jambojet and Ethiopian Airlines.

The chapter has also pursued stronger commercial relationships with travel suppliers and financial institutions. The wider business environment makes such engagement increasingly important. Mombasa has continued to develop its profile as a destination for international conferences and cruise tourism. The city hosted more than 7,500 delegates during the 11th Our Ocean Conference in 2026, while the Port of Mombasa received the inaugural call of Azamara Cruises’ Journey, carrying 690 passengers.

The Mombasa Business Awards describe their programme as a platform for recognising entrepreneurship, leadership, innovation and business contribution. According to the organisers, the awards have been running since 2013 and seek to encourage stronger and more innovative business communities.

The 2026 programme covers businesses and organisations across several sectors, with categories including Best Hotel, Best Travel Agency, Best Shipping Company, Best Association and Best Blue Economy Business.

The Best Association category recognises business associations, chambers and cooperative groups for representing and empowering members and contributing to the growth of Mombasa’s business community.

For KATA, the nomination places the travel trade among the wider organisations being recognised in the region’s business community.

Voting is conducted through the awards’ online portal, where participants provide their email address and telephone number. The organisers state that each person’s vote is recorded immediately and counts once per category.

KATA has encouraged members and industry supporters to participate in the voting process as the association seeks recognition for the work of its Coast team.

Voting link: https://mombasabusinessawards.kenyachamber.co.ke/vote

With 93 finalists across 19 categories, the awards are strengthening their place in Kenya’s travel industry calendar, recognising businesses, building industry connections and putting service excellence at the centre of competition.

Kenya’s travel industry will converge in Nairobi on 27 November for the third edition of the Kenya Travel Industry Business Awards (KeTIBA), with 93 finalists competing for recognition across 19 categories.

Organised by the Kenya Association of Travel Agents (KATA), this year’s awards attracted more than 150 entries through the self-nomination process. Following peer-to-peer voting involving KATA members and industry suppliers, 93 entries progressed to the finalist stage, representing about 59 per cent of submissions. Public voting is now open and closes at midnight on 15 November, ahead of the gala dinner at Mövenpick Hotel & Residences Nairobi.

The growing reach of KeTIBA reflects the expanding scale of the industry it seeks to recognise. Kenya’s tourism sector generated approximately Sh500 billion in earnings in 2025, according to the Ministry of Tourism’s sector performance report. The country recorded 7.9 million travellers, comprising 2.7 million international visitors and 5.2 million domestic travellers, with international arrivals growing by about 9 per cent from the previous year.

Supporting this market is a broad commercial network of airlines, travel agencies, hotels, tour operators, destination management companies and technology providers. In 2025, IATA reported Sh74 billion in annual airline ticket sales through its Billing and Settlement Plan (BSP) in Kenya, illustrating the scale of business moving through the agency distribution channel.

Within this ecosystem, KeTIBA is providing something the industry has long needed: a platform where businesses and professionals across different segments can gain visibility and recognition for their contribution. By bringing agencies, airlines, hospitality providers, tourism organisations and suppliers into one awards programme, KATA is helping create a shared industry identity that extends beyond individual companies and commercial interests.

The gala has also grown into a significant industry gathering. Last year’s edition attracted approximately 350 attendees, bringing together executives, travel professionals, suppliers and other stakeholders. The 2026 event is expected to build on that momentum, offering an opportunity for networking, partnerships and business conversations alongside the celebration of the finalists and winners.

For an industry built on relationships, this gathering has practical value. Connections between airlines, travel agencies, hotels and technology providers influence distribution, product development and access to markets. Bringing these players together in one setting creates room for collaboration while allowing businesses to strengthen their visibility among potential partners and customers.

Beyond the ceremony, the awards also create an incentive for businesses to examine how they serve their customers and compete in the market. Recognition can strengthen a company’s reputation, but it can also encourage organisations to invest in service delivery, reliability, innovation and professional standards. In a sector where customer experience can determine whether a traveller returns or recommends a service, these are commercially important measures.

The selection process combines self-nomination, peer-to-peer industry voting and public participation, allowing both industry stakeholders and travellers to have a voice. Ronalds LLP, the official KeTIBA auditors, is independently overseeing the voting process and verification of results, adding an important layer of accountability to the competition.

As public voting opens, the challenge is to ensure that recognition reflects more than brand visibility. Clear assessment criteria and confidence in the voting process will be important in establishing KeTIBA as a credible industry benchmark. The distinction matters because the businesses being recognised operate in different segments, with different measures of performance and customer expectations.

KATA’s Board of Directors say the strong participation recorded this year reflects the industry’s commitment to service excellence and professionalism. They encourage stakeholders and travellers to participate in the public voting process and support the finalists.

The significance of such recognition extends beyond the businesses competing for awards. InvestKenya estimates that tourism supported more than 1.7 million jobs in 2024, while the Tourism Regulatory Authority has reported more than 33,000 registered and licensed tourism enterprises. The quality and competitiveness of these businesses have a direct bearing on the wider visitor experience and the sector’s ability to sustain growth.

For KATA, KeTIBA is therefore more than an annual awards ceremony. Its growing participation points to an initiative that is creating a stronger platform for industry recognition and engagement. The next measure of its success will be how effectively that recognition translates into better business practices, stronger professional standards and a more competitive travel sector.

Vote Here : https://awards.ketiba.co.ke/index.php?pg=public-vote

View the list of nominees : https://ketiba.co.ke/ketiba-2026-nominees/

Event-driven travel, accessible tourism and artificial intelligence are emerging as important areas of opportunity for travel businesses, following discussions at WTM London 2026, where new research highlighted changing traveller preferences.

The event, held from 3 to 5 November at ExCeL London, opened with the launch of the WTM Global Travel Report, produced in association with Tourism Economics. The report found that 58 per cent of international travellers had travelled abroad specifically to attend an event in the previous two years.

The findings point to growing demand for travel built around concerts, sporting competitions, music festivals and cultural events, creating opportunities for travel agencies to develop packages beyond conventional accommodation and transport bookings.

Discussions highlighted how destinations are increasingly extending the visitor experience beyond major events. Philadelphia, for example, used free activities around the FIFA World Cup to attract visitors beyond match venues, while music festivals are generating international travel demand for destinations that some visitors would otherwise not consider.

For travel agents, this creates opportunities to combine flights, accommodation, event tickets and local experiences into complete itineraries, particularly around major sporting and entertainment calendars.

Accessibility Becomes a Commercial Consideration

Accessibility also featured prominently in the discussions, with Spain presenting its Spain for All strategy, including guidance to help hotels communicate their accessibility provisions.

The discussion reinforced the importance of making travel information more transparent, allowing customers to understand whether accommodation and destinations can meet their individual requirements.

For agencies, accurate information about accessible rooms, transport, attractions and facilities can become an important part of product selection and customer service.

AI Raises the Importance of Quality Data

Artificial intelligence was another major theme, with industry discussions highlighting the importance of accurate, connected data when deploying AI in travel businesses.

For travel agencies, AI offers opportunities to improve customer communication, support itinerary planning and streamline routine operations. However, its usefulness depends on the quality of the information available, including customer preferences, booking records and travel product details.

The discussions also highlighted how automation can allow employees to spend more time on complex customer needs and higher-value services.

The wider message from WTM London is that travel businesses will increasingly compete through the experiences they package, the accessibility information they provide and how effectively they use technology.

For travel agents, the opportunity lies in moving beyond selling individual travel components towards creating more personalised and experience-led journeys.

Source: wtm.com

Kenya Airways is adapting its regional operations as changing passenger expectations, visa liberalisation and growing intra-African travel reshape the continent’s aviation market. From local in-flight catering and digital loyalty programmes to aircraft deployment and flight scheduling, the airline is part of a wider shift towards making African travel more accessible and responsive to younger travellers.

For decades, intra-African travel faced restrictive air service agreements, expensive fares and complicated border procedures. However, initiatives such as the Single African Air Transport Market (SAATM) and the African Continental Free Trade Area (AfCFTA) are creating opportunities for stronger regional connectivity.

Visa Liberalisation Opens Regional Markets

Visa restrictions have historically discouraged travel between African countries. However, several governments are introducing visa-free arrangements and simplifying entry requirements.

Rwanda, Benin, The Gambia and Seychelles have adopted visa-free access for African passport holders. Kenya has also introduced an Electronic Travel Authorisation system and bilateral entry exemptions for selected markets.

These developments are relevant to younger travellers, entrepreneurs and professionals seeking access to regional business and cultural centres such as Nairobi, Lagos, Kigali, Accra and Johannesburg.

Kenya Airways has prioritised the Lagos–Nairobi corridor, connecting West Africa’s major commercial market with East Africa’s business hub. RwandAir and Ethiopian Airlines are similarly strengthening regional connectivity through their respective hubs in Kigali and Addis Ababa.

Local Food Becomes Part of the Passenger Experience

Kenya Airways is also using inflight catering to introduce passengers to the food culture of their destinations.

Through point-of-origin catering, the airline sources meals locally at selected outstations rather than transporting return catering from Nairobi. On Nigerian departures, passengers can experience regional dishes such as jollof rice and plantains.

The approach improves the connection between the passenger experience and local culinary identity while creating opportunities for airport caterers, food suppliers and agricultural producers.

Other carriers are pursuing similar strategies. Air Peace promotes Nigerian cuisine and hospitality, while South African Airways incorporates local dishes and wines into its onboard experience.

Aircraft and Passenger Experience

Aircraft deployment is another area shaping regional competition. Airlines are increasingly using widebody aircraft on busy African routes, bringing premium cabins and additional comfort to journeys previously dominated by narrowbody aircraft.

Kenya Airways deploys its Boeing 787-8 Dreamliner on the Lagos–Nairobi route, offering lie-flat Business Class seating and modern inflight entertainment. RwandAir also operates Airbus A330 aircraft on selected regional and international services.

Such deployments allow airlines to serve corporate travellers and connecting passengers while improving aircraft utilisation.

Digital Marketing and New Loyalty Models

Younger travellers are changing how airlines market their services. Social media, short-form videos and travel influencers are becoming important channels for promoting destinations and airline products.

Kenya Airways has worked with Nigerian lifestyle personalities, including Noble Igwe and Tania Omotayo, to showcase the Lagos–Nairobi travel experience and the lifestyle attractions of both cities.

The airline is also broadening its loyalty proposition beyond traditional flight-based rewards. Its Asante Global Card, developed with Absa Bank Kenya and Visa, allows customers to earn rewards through eligible retail and online transactions.

Ethiopian Airlines has adopted a similar approach through its partnership with Dashen Bank and Mastercard on a co-branded card linked to its ShebaMiles programme.

Scheduling for Greater Connectivity

Flight scheduling is another important part of the changing regional aviation model. Daytime services can accommodate business travellers and passengers connecting to long-haul flights, while overnight departures appeal to travellers seeking to maximise time at their destinations.

Kenya Airways’ Lagos–Nairobi operations illustrate the importance of serving different travel windows. Meanwhile, ASKY Airlines, working with Ethiopian Airlines, uses Lomé as a regional connecting hub linking West and Central African markets.

Better coordination of connecting flights can improve passenger convenience and aircraft utilisation, helping airlines generate more value from their fleets.

The Road Ahead

Despite these developments, high aviation taxes, fuel costs, ground-handling charges and regulatory barriers continue to make African air travel expensive.

The success of SAATM and other regional integration initiatives will depend on how effectively governments address these obstacles and translate policy commitments into practical market access.

For Kenya Airways, the opportunity extends beyond carrying passengers between African cities. Stronger regional connectivity can support tourism, trade, investment and cultural exchange while positioning the airline to serve a younger generation of travellers.

As passenger expectations evolve, the ability to combine accessible routes, relevant onboard experiences, digital services and convenient schedules will increasingly shape the future of African aviation.

Source: travelandtourworld.com

Cruise arrivals are rising, but short port calls limit the economic returns. Norwegian Cruise Line’s growing engagement with Kenya’s travel trade highlights a second opportunity: selling international cruise holidays to Kenyan travellers.

Kenya is attracting more cruise ships, but the country is yet to capture the full commercial value of the growing traffic. While passenger arrivals are increasing, most vessels spend only a limited time in port, leaving a narrow window for local businesses to turn visitors into meaningful tourism expenditure.

The gap is creating a wider opportunity for Kenya’s travel trade, with the Kenya Association of Travel Agents (KATA) seeking to position its members in both the inbound cruise market and the sale of international cruise holidays.

The Kenya Tourism Board (KTB) reported a 140 per cent increase in cruise tourism in 2025, reflecting renewed interest in the country’s Indian Ocean coastline. The recovery has continued into the 2025/26 cruise season, when nine vessels brought 4,889 passengers to Mombasa between October 2025 and June 30, 2026, compared with five vessels and 4,205 passengers in the preceding season, according to the Kenya News Agency.

Among the notable arrivals was Viking Yi Dun, which brought 717 tourists and 450 crew members to Mombasa. The vessel made history as the first cruise ship to sail directly from Asia to the port, broadening Kenya’s connections with international cruise itineraries. The Kenya Ports Authority (KPA) has projected an increase in vessel calls, targeting 20 ships by the end of the year.

Yet the numbers also expose the scale of the opportunity. The 4,889 passengers recorded during the season remain a small fraction of Kenya’s wider international visitor market. The country recorded 2.76 million international arrivals in the 2025/26 financial year, while tourism earnings reached KSh564 billion, according to Tourism Cabinet Secretary Rebecca Miano.

The challenge is not simply attracting ships but increasing the economic activity generated by each arrival. Cruise passengers typically have limited time ashore, with excursions, shopping and sightseeing constrained by vessel departure schedules. KPA managing director has called for longer stopovers, arguing that short visits prevent passengers from accessing attractions further inland, particularly national parks.

Cruise tourism expenditure during the season was estimated at more than KSh100 million, equivalent to approximately US$775,000. Extending passenger visits and connecting the coast with inland destinations could increase the number of businesses benefiting from each vessel call.

This is where travel agencies are seeking a larger role.

Norwegian Cruise Line (NCL), one of the international cruise brands connected to Kenya’s travel trade, participated in KATA’s 2026 Annual General Meeting and Convention at PrideInn Paradise Beach Resort & Spa in Mombasa in June. The convention, held under the theme The Journey: Build to Last, brought together travel industry stakeholders, with cruise tourism forming part of the wider discussion on expanding the products available through Kenyan agencies.

KATA’s corporate membership includes Norwegian Cruise Line and Whitestar Cruise & Travel. Their participation provides a channel through which Kenyan agencies can access international cruise products and develop relationships with operators beyond the traditional airline and hotel distribution networks.

The engagement builds on a cruise masterclass at KATA’s 2025 convention, which focused on helping travel agents identify suitable customers, understand cruise itineraries, develop packages and price cruise holidays. The training reflects a market that requires a different approach from conventional flight-and-hotel bookings, particularly in understanding cabin categories, onboard inclusions, port charges and the overall cost of a voyage.

NCL’s relationship with Kenya also has a destination dimension. Its Norwegian Dawn called at Mombasa on February 23, 2025, carrying approximately 2,220 passengers and 1,100 crew members representing 54 nationalities. President William Ruto said about 800 passengers disembarked to explore attractions, including safari destinations.

The arrival demonstrated the potential of cruise ships to deliver substantial visitor numbers in a single port call. It also renewed attention on the need to make passenger movements between ships, ports and mainland attractions more efficient. Around the same period, the government announced plans for a multiple-entry Electronic Travel Authorisation arrangement for cruise passengers.

However, NCL’s Kenya connection is not dependent on maintaining a regular vessel presence at Mombasa. With Norwegian Dawn having been repositioned to Florida and its scheduled sailings cancelled through March 2027, the company’s engagement with the Kenyan market increasingly has a commercial dimension through travel distribution and outbound bookings.

That opportunity is particularly relevant as NCL pursues its international sales campaigns. On November 5, the cruise line launched an early Black Friday promotion offering 50 per cent off cruise fares across its portfolio until November 11, according to TravelPulse. The promotion also included a choice of free prepaid gratuities or savings of up to US$1,000 on selected sailings and staterooms. The applicable terms, booking eligibility and additional charges vary, making it important for agents to establish the full cost before presenting offers to customers.

For Kenyan agencies, cruise holidays offer a product that can generate business across several parts of a customer’s journey. A cruise booking can extend beyond the voyage itself to include international flights, accommodation before embarkation, airport transfers, travel insurance, shore excursions and post-cruise stays.

There is also evidence of demand among Kenyan travellers for longer international voyages. Business Daily previously profiled Kenyans booking a 16-day journey from Alaska to Tokyo aboard Norwegian Sun, illustrating the appeal of cruise itineraries that combine multiple destinations within one holiday.

The commercial opportunity, therefore, extends beyond attracting foreign cruise passengers to Mombasa. Kenyan agencies can also participate in the outbound market by connecting local customers with international cruise brands, destinations and itineraries.

The two markets require different capabilities. Inbound cruise tourism depends on destination management, port efficiency, shore excursions and coordination with tour operators. Outbound sales require product expertise, customer profiling, itinerary planning and a clear understanding of cruise pricing and booking conditions.

For Kenya, attracting more ships remains important, but increasing the value generated by each passenger will be equally critical. For its travel agencies, the opportunity is broader: to participate not only in welcoming international cruise passengers but also in the growing business of taking Kenyan travellers to sea.

A ticket issued with the wrong fare, an incorrectly calculated tax, or a booking left active after a ticket is voided can expose a travel agency to costs that extend well beyond the original transaction. For travel agencies, financial risk doesn’t end when a passenger receives an electronic ticket. Airlines continue to audit bookings, ticket issues, exchanges and refunds, with discrepancies potentially resulting in Agency Debit Memos (ADMs).

An ADM is an accounting instrument airlines use to recover adjustments arising from electronic tickets and refunds processed by travel agents. Under the International Air Transport Association’s (IATA) Billing and Settlement Plan (BSP), the memo is issued through BSPlink and, once its lifecycle is completed, becomes part of the agency’s outstanding amount due on its BSP remittance date.

IATA’s BSP Manual for Agents, effective September 2024, identifies ADMs as a formal part of the airline-agent settlement framework. The manual also requires agencies to monitor BSPlink regularly because debit memos and related communications are made available through the platform.

The potential exposure is wider than incorrect ticket pricing. Fare under-collection, missing or incorrectly collected taxes, commission errors, incorrect refund calculations, unauthorised card transactions and failure to comply with airline-specific fare conditions can all lead to financial adjustments.

Kenya Airways provides a practical illustration of how these rules translate into agency costs. Its published ADM policy, updated in June 2023, identifies a range of violations and associated recovery charges. These include a US$50 charge for certain missing or incorrect contractual ticket information, US$50 per segment per passenger for incorrectly booked special service requests, and a US$100 charge per passenger for duplicate passenger name records.

The same policy identifies speculative bookings, repeated cancellations and rebookings, incorrect ticket plating, uncollected taxes and misuse of fare conditions among practices that can trigger debit memos. It also provides for recovery of fare differences and additional charges in specified circumstances.

The figures are specific to Kenya Airways’ published policy and should not be mistaken for standard charges across all airlines. IATA advises agencies to consult each carrier’s ADM policy because the circumstances and administrative fees differ between airlines and can also vary by market.

The cost of getting voids and refunds wrong

Voiding and refunding are two areas where timing and procedural accuracy matter.

According to the IATA BSP Manual, agents can void tickets through their ticketing system provider or global distribution system on the same day they are issued, up to midnight. A ticket that falls outside the applicable voiding window generally has to be handled through the relevant refund process, subject to the airline’s rules.

Refunds are not simply the reversal of a payment. The agent must follow the airline’s instructions, use the same form of payment as the original transaction and ensure that the refund is calculated according to the applicable fare conditions. The BSP manual also states that an agent cannot refund a transaction issued by another agency.

There is also a direct effect on agency earnings. Where a ticket is refunded, any commission claimed on the original transaction must ordinarily be returned to the issuing airline, unless the carrier specifies otherwise.

Errors in processing refunds can therefore create additional reconciliation work, delay the return of money to customers and expose agencies to further adjustments. Where an agency is uncertain about the correct refund calculation, IATA provides for the use of a BSPlink Refund Application, through which the airline can review, amend or reject the request.

The importance of disputing an ADM

Receiving a debit memo does not necessarily mean that an agency must accept the amount without question. IATA provides a formal dispute process through BSPlink.

Under the September 2024 BSP Manual, an agency has a 15-day period from the date an ADM is issued to register a pre-billing dispute. The airline then has 60 days to accept or reject the dispute, or adjust the amount. If the matter remains unresolved after the ADM has entered billing, an agency may still raise a post-billing dispute within 12 months of the transaction date, subject to the prescribed requirements.

However, a post-billing dispute does not automatically suspend payment. The manual states that the agency must remit the full billed amount, including the disputed amount, while IATA holds the disputed sum in escrow for 30 days to allow the parties to resolve the matter.

This makes record-keeping particularly important. Ticketing records, fare calculations, passenger communications, payment authorisations, airline correspondence and evidence of changes or cancellations can determine whether an agency is able to substantiate its position.

Ticketing compliance is a business-control issue

The risks extend beyond the ticketing desk. Kenya Airways’ published booking policy applies to bookings made through GDS platforms and direct connections, including reservations that are never ultimately ticketed. It prohibits practices such as duplicate bookings, speculative reservations, churning and circumvention of ticketing time limits.

The airline’s ADM portal also makes clear that agencies and other GDS subscribers are responsible for ensuring their employees, agents and contractors understand the relevant booking and ticketing policies.

For agencies, this places greater importance on staff training, daily monitoring of booking queues, accurate passenger information, timely removal of inactive segments and proper authorisation of refunds and exchanges.

The financial implications can be significant because a ticketing error may involve more than the original fare difference. It can generate a debit memo, administrative charges, additional staff time and a customer-service problem that damages the agency’s relationship with its client.

As airlines increasingly use automated systems to monitor bookings and audit ticket transactions, agencies need to treat ticketing accuracy as an operational and financial control rather than simply an administrative responsibility.

For the travel trade, the real cost of an error is therefore not always visible at the moment a ticket is issued. It may emerge weeks or months later, when an airline audit turns a small discrepancy into a claim against the agency.

IATA accreditation is not a universal requirement for accessing airline New Distribution Capability (NDC) content. However, booking access, ticketing authority and payment settlement are three different things, and smaller travel agencies need to understand the distinction.

A travel agency does not necessarily need IATA accreditation to participate in the growing NDC distribution market. Airlines can authorise non-accredited agencies to access their content through direct booking portals, global distribution systems (GDS) and technology aggregators.

The distinction is becoming increasingly relevant in Kenya following Kenya Airways’ decision to extend access to its NDC content to eligible non-IATA agencies through Amadeus.

The arrangement allows qualifying agencies to search, price and book Kenya Airways’ NDC offers within the Amadeus platform.

However, the opportunity comes with an important qualification: accessing airline content does not automatically confer ticketing authority or access to the industry’s centralised settlement system.

First, what is NDC?

New Distribution Capability is an XML-based data transmission standard developed by the International Air Transport Association (IATA) to modernise airline distribution.

Traditionally, airlines distributed fares and inventory through GDS platforms. NDC enables carriers to present richer offers, including different fare families, seat selection, additional baggage and other ancillary services.

It also gives airlines greater control over how their products are packaged, priced and presented across distribution channels.

NDC is therefore a technology standard, not a form of travel agency accreditation. An airline determines which sellers can access its NDC content and under what commercial conditions.

What is the difference between IATA accreditation and TIDS?

IATA accreditation establishes an agency’s eligibility to participate in the airline ticketing and settlement framework through the Billing and Settlement Plan (BSP), subject to the applicable requirements.

TIDS, or Travel Industry Designator Service, is different. It provides non-accredited travel sellers with an industry identification code that allows airlines, hotels, car rental companies and other suppliers to recognise their bookings.

IATA’s TIDS programme is free, with no application or annual renewal fee. Applicants must provide supporting business documentation, including proof of business registration, a bank letter or statement and a recommendation from an eligible industry supplier.

However, TIDS does not provide the right to issue airline tickets through BSP.

This means a non-IATA agency can be recognised by suppliers and potentially access NDC content without acquiring the settlement privileges available to accredited agents.

How does Kenya Airways allow non-IATA agencies to participate?

Kenya Airways provides several routes to its NDC content.

These include its NDC Agent Portal, access through an NDC aggregator and direct API connectivity for larger travel businesses and online travel agencies.

For non-IATA agencies using the Amadeus arrangement, they need two key requirements: a valid TIDS number and an ES or EOS agreement configured within Amadeus.

Agencies can request access through Kenya Airways’ NDC team, copying their Amadeus account manager.

The airline’s own NDC documentation also provides for non-IATA sellers who wish to ticket directly through its platform. Such agencies require a TIDS number and must approach the airline’s local sales representative to establish ticket-stock allocation.

The airline’s published arrangements identify bilateral credit limits as a payment option for non-accredited agencies.

This is different from BSP, where accredited agencies benefit from consolidated billing, reporting and settlement across participating airlines.

Why does BSP matter?

BSP simplifies the financial relationship between travel agents and airlines.

Instead of maintaining separate payment and settlement arrangements with every participating carrier, accredited agencies use a centralised framework for reporting sales and remitting funds.

For non-IATA agencies, transactions outside BSP become bilateral arrangements. Each airline determines its own ticketing, payment, credit and commercial conditions.

IATA explicitly states that TIDS holders are not supported in BSP, including for NDC transactions.

Consequently, an agency may have access to an airline’s NDC fares but still need a separate credit facility, payment arrangement and ticketing agreement before it can issue tickets.

Does this apply to every airline?

No. NDC access policies differ between carriers.

Some airlines allow non-IATA agencies to access their content through designated portals or technology partners, while others restrict participation to accredited agencies or impose additional contractual requirements.

For example, Air India’s published NDC programme identifies access routes for TIDS agencies, including direct connectivity, while its GDS arrangements direct non-IATA agents to their technology providers.

The lesson for travel agencies is that access to one airline’s NDC content does not automatically provide access to another carrier’s distribution network.

What should a small agency consider?

For a smaller Kenyan agency, the decision to adopt NDC should go beyond whether the fares are available.

The agency needs to establish who will authorise ticket issuance, how payments will be made, whether a credit facility is required, what technology costs apply and how changes, refunds and cancellations will be handled.

It should also establish whether the airline’s NDC content is available through its existing GDS or whether a separate portal or aggregator subscription is necessary.

Ultimately, IATA accreditation is not a universal gateway to NDC, but commercial authorisation remains essential. The expansion of NDC is creating more entry points for smaller travel businesses, although access to airline content and access to the financial infrastructure supporting ticket sales remain separate matters.

Dubai has turned its streets, beaches, parks and public spaces into a month-long fitness destination, as the emirate launched the 2026 edition of its Dubai Fitness Challenge, targeting residents and international visitors with 30 days of sporting activities and community events.

Running from October 31 to November 29, the annual initiative encourages participants to undertake at least 30 minutes of physical activity every day for 30 consecutive days, combining individual fitness goals with free public events across the city.

The programme forms part of Dubai’s wider destination strategy of using lifestyle experiences and large-scale events to broaden its tourism appeal beyond shopping, luxury hospitality and traditional attractions.

Activities include organised fitness sessions, running and cycling events, group exercise classes and community sporting experiences. Public fitness villages and dedicated activity zones provide opportunities for participants of different ages and fitness levels to take part.

The initiative also makes use of Dubai’s existing tourism infrastructure, including waterfront promenades, parks, beaches and urban public spaces, allowing visitors to incorporate physical activity into their holiday itineraries.

For the tourism industry, the challenge offers another reason to market Dubai during November, particularly to travellers interested in wellness, active holidays and family experiences. Hotels, tour operators and travel agencies can also incorporate the event into wider destination packages, combining sporting activities with accommodation, entertainment, shopping and sightseeing.

Dubai has increasingly used its annual events calendar to stimulate visitor activity beyond its established attractions. The fitness challenge complements the emirate’s winter tourism season, when cooler outdoor conditions make beaches, parks and open-air recreational activities more attractive.

Beyond attracting visitors, the campaign supports Dubai’s ambition to establish physical activity as part of everyday urban life while strengthening its reputation as a city offering accessible lifestyle experiences.

The 2026 edition runs until November 29, giving visitors arriving during the month an opportunity to participate in activities taking place across the emirate.