Dubai International Airport has retained its title as the world’s busiest airport for international passenger traffic, holding on to its global number one position in 2025 as it handled record traveller volumes last year.

According to the latest Airports Council International (ACI) World rankings, international passenger traffic reached 4 billion globally in 2025, up 5.9 per cent from 2024 and 8.3 per cent above 2019 pre-pandemic levels.

ACI is a global trade association representing the world’s airports, serving over 2,100 airports across 170+ countries.

Dubai remained firmly in first place, ahead of London Heathrow Airport in second and Incheon International Airport in third.

The hub also retained its No. 2 global ranking for total passenger traffic, with 95.2 million passengers in 2025, behind only Atlanta and ahead of Tokyo Haneda.

Dubai’s lead in international traffic has become a pattern rather than a one-off result. In 2024, DXB also ranked first globally for international passengers while recording 92.3 million total passengers. In 2023, the airport similarly topped international rankings as long-haul travel demand rebounded strongly through the Gulf.

Justin Erbacci, Director General of ACI World, said the rankings reflect the growing pressure on major hubs managing rising passenger demand.

“These hubs keep people and goods moving, supporting global trade, tourism, and economic growth in their communities and regions,” he said, calling for sustained investment in airport infrastructure worldwide.

In 2025, global total passengers are estimated to have reached 9.8 billion, representing an increase of 3.6 per cent from 2024 or a gain of 7.3 per cent from 2019 results, ACI explained.

Hartsfield-Jackson Atlanta remains in the top spot with 106.3 million passengers, and Dubai remains second with 95.2 million passengers.

Tokyo Haneda rises to third with 91.7 million passengers. Asia-Pacific airports are rebounding strongly, driving changes in global airport rankings.

Total aircraft movements worldwide reached an estimated 101.5 million in 2025, up 2.3 per cent from 2024. Chicago O’Hare led the world in aircraft movements, ahead of Atlanta and Dallas/Fort Worth, reflecting strong operational intensity even as passenger growth becomes harder to sustain at saturated airports.

Global air travel grew despite a mixed economic climate, with world GDP expanding by around 3-3.2 per cent — stronger than expected but still below long-term historical averages.

Demand for flying was helped by a sharp fall in jet fuel prices, down roughly 13 per cent year on year, alongside easing inflation that gave travellers more spending power.

International travel remained the main engine of growth, pushing global airport passenger traffic up 3.6 per cent in 2025. Much of that momentum came from the Asia-Pacific region, where China’s reopening accelerated passenger recovery and strengthened major hub connections worldwide, explained ACI.

Yet the industry is also facing mounting pressure. Many airports are running close to capacity, with infrastructure bottlenecks, aircraft delivery delays, and limited air navigation slots slowing expansion.

At the same time, geopolitical tensions and airspace closures have forced airlines to reroute flights, increasing journey times and operating costs.

Air cargo remained resilient as well, supported by booming e-commerce demand and shifting global supply chains.

Source: gulfnews.com

A strategic shift by Travelport is highlighting a broader transformation underway in the global travel industry, with significant implications for airlines, intermediaries, and, crucially, travel agents.

By moving beyond its traditional role as a global distribution system (GDS) to position itself as an infrastructure layer for AI-driven travel commerce, Travelport is aligning with a wider industry transition toward more dynamic, data-led, and personalised travel retailing. Backed by newly disclosed 2025 financial strength and a $50 million shareholder investment, the company is accelerating efforts to embed artificial intelligence at the core of how travel products are distributed and managed.

For the wider industry, this signals a structural shift. Distribution is no longer just about access to airline inventory; it is increasingly about how that content is curated, priced, packaged, and delivered in real time. Airlines are investing heavily in direct channels and New Distribution Capability (NDC) frameworks, while technology providers are racing to offer platforms that can aggregate content seamlessly and enable smarter selling.

In this environment, infrastructure players like Travelport are seeking to position themselves as essential connectors—linking airlines, hotels, and other suppliers with agencies and corporate buyers through intelligent, flexible systems. The emphasis is shifting toward platforms that can support automation, predictive pricing, and personalised offers at scale.

For travel agents, the implications are both challenging and potentially transformative.

On one hand, the move toward AI-driven distribution increases pressure on traditional agency models. As booking processes become more automated and airlines push direct sales, agents face growing competition from digital platforms that can deliver instant, tailored offers to consumers. Margins may tighten further as pricing becomes more dynamic and transparent.

On the other hand, the same technologies present new opportunities. Platforms like Travelport’s TripServices are designed to give agents more advanced tools to manage the entire customer journey—from search and booking to servicing and post-trip engagement. This enables agents to move beyond transactional roles and position themselves as value-added advisors, offering personalised itineraries, bundled services, and responsive customer support.

Industry analysts note that agents who adopt these tools and adapt to new distribution models are likely to remain highly relevant, particularly in complex travel segments such as corporate travel, long-haul itineraries, and experiential tourism, where human expertise still plays a critical role.

The shift also underscores the growing importance of technology partnerships. As systems become more integrated and data-driven, agents will increasingly rely on platforms that can aggregate multiple content sources, simplify workflows, and provide real-time insights into pricing and availability.

More broadly, Travelport’s repositioning reflects a turning point for the travel ecosystem. As artificial intelligence reshapes how travel is bought and sold, the competitive landscape is moving away from static distribution toward dynamic, experience-driven commerce.

For the industry, the message is clear: success will depend on the ability to adapt to a more connected, intelligent, and rapidly evolving marketplace. For travel agents, it marks a transition from intermediaries to orchestrators of travel experiences—supported by technology, but defined by the value they add.

From big game landscapes and island escapes to ancient history, coastal cities, and cultural experiences that stay with you long after the flight home, africa already has what many travellers are looking for. The problem is not the destination itself. It is everything around the journey.

That is what makes the conversation around Africa’s untapped tourism potential so important. The opportunity is estimated at $322 billion by 2035, but unlocking it will depend on whether long-discussed barriers are finally addressed in a serious, coordinated way.

The journey matters as much as the destination

A stunning place can still leave a mixed impression if getting there feels exhausting.

If the airport is confusing, the road transfer is rough, or moving between cities takes far longer than expected, the travel experience starts losing momentum before the holiday has properly begun. That is where many African destinations still face challenges.

The continent has natural beauty, cultural depth, and tourism products. What is still uneven in too many places is the ease of access, the quality of connections, and the consistency of support travellers experience along the way.

Visa friction is still holding travel back

One of the clearest barriers remains border access.

Planning travel across Africa can still be more complicated than it should be, especially for travellers hoping to visit more than one country in a single trip. E-visa systems have expanded, which is a step in the right direction, but regional alignment remains inconsistent.

That matters because smoother visa processes do more than help holidaymakers. They also support business travel, regional tourism, and the kind of multi-stop itineraries that could spread tourism benefits more widely across the continent.

Africa has the product, but not always the visibility

Another challenge is how Africa shows up in the global travel conversation.

A small number of famous safari destinations and major cities still dominate international attention, while many equally compelling places remain under the radar. That is not because they lack value. It is because they are not always being marketed with enough clarity, consistency, or emotional pull.

Modern tourism is shaped heavily by digital discovery. If a destination does not appear strongly online, tell its story well, or spark curiosity, it risks being overlooked. Africa has no shortage of remarkable places. What is often missing is stronger visibility and sharper destination storytelling.

People and nature are the real foundation

Tourism is not built on scenery alone. It is built on people.

The guide who adds meaning to a place, the hotel staff member who makes a stay feel warm, the driver, cook, ranger, or performer who turns a visit into a memory. Across Africa, women and young people make up a major part of the tourism workforce, but many tourism workers still lack formal support and clear career pathways.

That is why training, inclusion, and skills development matter so much. A stronger tourism industry is not only about bringing more visitors in. It is also about building a system that gives local people more opportunities to grow within it.

Then there is nature, one of Africa’s greatest tourism strengths. Wildlife, coastlines, and marine spaces continue to draw travellers from around the world, but those assets are fragile. If tourism growth is not matched by sustainability and community benefit, the long-term value of those destinations could be undermined.

Service is often what visitors remember most

Travellers may book a trip because of the scenery, but they often remember how they were treated.

Service shapes the stories people tell when they get home. It drives reviews, return visits, and word of mouth. Africa does not need perfection everywhere, but it does need greater consistency. Care, pride, and reliability often matter more than polished luxury.

A major opportunity, if delivery finally follows

The priorities are not hard to identify. Better infrastructure, easier mobility, smarter marketing, stronger skills development, sustainability, inclusion, and more reliable service all remain central to the continent’s tourism future.

Africa does not need to become more attractive. It already is. What it needs is a travel experience that feels easier, more connected, and more competitive from start to finish.

If that happens, the continent’s tourism story could shift in a big way, not just for visitors, but for local economies, small businesses, and communities that stand to benefit from tourism done properly.

Source: Bizcommunity

A white paper released by the Africa Travel and Tourism Association (ATTA) at ITB has revealed double-digit growth across the continent’s five biggest aviation markets.

During the first 10 months of 2026, there are 182.4 million departure seats available in Africa, a 13.7% increase on the 160.4 million available in the same period in 2025, according to ATTA’s white paper ‘Africa in the Air’.

Western Europe is driving demand for travel to Africa

The paper, which was produced by OAG and released on Tuesday, 3 March at ITB, underlines how Africa is now seeing a resurgence in airlift that is driving levels of growth in tourism numbers that are leaving rival regions in the dust, according to Kgomotso Ramothea, CEO of ATTA.

Speaking to Aerospace Global News on the sidelines of ITB, she said: “The biggest driver of demand for travel to Africa is coming from Western Europe – in particular the UK, France, Italy and the Netherlands for whom South, East and North Africa all hold huge appeal.”

The Middle East remains the second biggest African market with 21.2 million seats currently scheduled for 2026.

Africa’s big five

OAG’s data shows that Egypt remains the biggest market with 30.9 million departure seats available from January to October 2026, a 12.6% increase on the same period in 2025, while South Africa’s 26.8 million seats for 2026 represent a 19.6% increase.

Morocco comes in third place with 22.5 million seats, an increase of 21.8% on 2025 figures, followed by Ethiopia, which saw a 31.2% increase with 17 million departure seats assigned for 2026, and Kenya’s 10.2 million seats, which represent a 22.3% increase this year.

Mirroring the top five destinations, the top five African international airlines in departing seats are: Ethiopian Airlines with 23.8 million seats from January to October 2026, EgyptAir with 10.28 million seats, Safair with 10.27 million seats, Royal Air Maroc with 9.1 million seats, and Air Algerie with 7.3 million seats.

North versus South Africa

Also of note is that while North Africa continues to see a strong volume of growth with the largest number of seats (71.1 million) so far for 2026, the region’s growth levels have been outstripped by Eastern Africa, where a 24.3% jump in seats means 46.5 million departure seats are currently available for the year ahead.

South Africa’s increase of 19.1% brings its total to 35.5 million seats, while Central and Western Africa remain at about 29.2 million seats.

The growth is reiterated by the UN Tourism’s figures, which Ramothea explained: “reveal that five African countries – Egypt, South Africa, Ethiopia, Morocco and the Seychelles – are among the top 20 best performing destinations globally.”

Similarly, data revealed by the International Air Transport Association (IATA) shows that passenger demand in Africa between January and April 2025 was up by 9% – more than double the global figure of 4%.

“Africa offers everything from culture and beaches to wildlife and adventure, so it is no surprise that with the world travelling again, the continent is enjoying a strong boost,” said Ramothea.

“In many cases, airlines serving the continent are flying at 90% capacity,” she said, noting that a large chunk of this is Visiting Friends and Relatives (VFR) traffic, while destinations in North Africa are appealing because of their proximity to Europe and mix of both traditional and low-cost carriers (LCCs). “Opportunities for business travel are also growing as corporations increasingly value face-to-face meetings over video calls,” Ramothea added.

North Africa’s low-cost boost

Underlining how North African destinations are a key beneficiary of LCC traffic, Ramothea explained how Morocco, which has an open skies agreement with the EU, will be served by 9.6 million mainline seats during the first 10 months of 2026 and 10.6 million scheduled on LCCs for the same period. Ryanair and easyJet both have a fair share of the market.

While Egypt doesn’t have the same arrangement, it has still benefited from Europe’s LCC sector, with more than 9 million seats scheduled for the 2026 period, comprising about a third of the country’s 27 million-plus seats.

While Europe and the Middle East lead as Africa’s two biggest markets, Ramothea believes that North and South America still hold huge potential.

“North America is traditionally a key market for East African countries, thanks to the wildlife and South Africa. However, we are seeing increased interest in West Africa,” she added.

“South America is also a key market but is currently being driven largely by South African Airways (SAA), and it’s one we are looking to grow further. There’s talk of the potential Mexico offers as a lucrative market, particularly for South Africa.”

Why easing visa restrictions is key to growth

While full implementation of the Single African Air Transport Market (SAATM) is the key to opening African skies, unlocking routes and increasing intra-African connectivity, Ramothea also underlined that easing visa restrictions has a key role to play.

Citing Algeria’s visa-on-arrival scheme for tourists visiting the southern Sahara region for up to 30 days and Rwanda’s visa-on-arrival scheme introduced in 2018, she said these only served to boost tourist traffic.

In Algeria, the move led to an immediate 10% increase in international tourism numbers in 2024 to 3.5 million, according to the Algerian Ministry of Tourism and Traditional Industry.

“Even the smallest tweaks to visas can boost tourism growth, providing they make visiting a destination easier,” Ramothea said.

What does the future hold?

Africa’s position as the UN’s fastest-growing tourism destination in 2025, with growing aviation capacity, is one to be immensely proud of, said Ramothea, but the pressure is now on to ensure this success continues.

ATTA has an important role to play here. “We want to promote travel into and around Africa, and to achieve that, we are working with all our members to find a coordinated and collaborative way of positioning all African countries in a positive light, not brushing over the challenges, but addressing them. We need to understand the blockers and how destinations can overcome these, and we are all singing from the same hymn sheet.”

It’s also about ensuring that revenues generated from tourism stay in the country and on the continent. “One country’s success can only mean good things for neighbouring countries, and this message needs to be shared,” she concluded, referencing Ethiopia’s sustainable growth.

“Ethiopian Airlines has become a beacon for African aviation. Construction is now underway on the new US$12.5 billion Bishoftu International Airport, which is set to open in 2030 as the airline’s future hub.”

Part-funded by the airline, which is contributing 30% of the total cost, the project is a strong example of public-private partnership in action.

“It is this sort of investment that Africa needs to grow tourism. With tourist boards building demand, airlines can add new routes and capacity. Pair that with further visa relaxation rules, and we can ensure Africa remains the fastest-growing tourist region well into the future for all our benefit.”

Source: aerospaceglobalnews.com

Etihad Airways has announced a significant expansion of its Africa network, adding new routes to the Democratic Republic of the Congo, Eritrea, Ghana, Nigeria, and Zimbabwe from Abu Dhabi, as part of its continued global growth strategy.

The new services reflect investment in high-growth markets, supporting increasing connectivity across trade, cargo, and mobility.

The expansion builds directly on Etihad’s recently announced China growth, including increased frequencies and a deepened partnership with China Eastern Airlines. Together, these developments position Abu Dhabi as a key gateway between Africa, India, and Asia, enabling more efficient movement of goods, investment, and people between two of the world’s fastest-growing regions.

It also aligns with growing economic ties between the UAE and Africa, with increasing trade, investment, and commercial partnerships across sectors including energy, infrastructure, mining, and logistics. Abu Dhabi continues to strengthen its role in enabling these flows, supporting deeper economic engagement between the regions.

In parallel, it also complements Etihad’s strategic joint venture with Ethiopian Airlines, which this month marked 80 years of operations, further strengthening connectivity across the African continent.

Antonoaldo Neves, Chief Executive Officer of Etihad Airways, said: “Africa is a natural and compelling next step in Etihad’s network expansion. These are markets with strong underlying demand, driven by trade, investment, and population growth. Our role is to provide the connectivity that enables that growth.

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

“By extending our network alongside our recent China expansion, we are enabling a more efficient corridor linking Africa, the Middle East, and Asia through Abu Dhabi. For passengers, this creates simpler, faster journeys. For cargo, it provides more direct and reliable access between two regions where trade is growing rapidly.”

The new services will provide direct links between African markets and Abu Dhabi, while enabling one-stop connections to China, India, across Asia, and throughout the Middle East.

DESTINATIONS

• Accra, Ghana: One of West Africa’s most welcoming and energetic capitals, where a thriving arts scene and the buzzing Osu neighbourhood make it an increasingly compelling destination.
• Asmara, Eritrea: A city frozen in elegant time, Asmara’s UNESCO-listed modernist and art deco streetscapes lend it an otherworldly atmosphere quite unlike anywhere else on the continent.
• Harare, Zimbabwe: A leafy, grid-planned capital at high altitude on the Highveld, where the National Gallery, vibrant Mbare market, and a warm-hearted population make it a city of charm and understated sophistication.
• Kinshasa, DR Congo: A major river city of some 17 million on the banks of the Congo, birthplace of soukous and rumba, and home to a cultural scene of extraordinary depth and creativity.
• Lubumbashi, DR Congo: The copper-rich capital of Haut-Katanga province in the DRC’s deep south, shaped by mining wealth, with the Lubumbashi Museum offering one of Central Africa’s finest ethnographic collections.
• Lagos, Nigeria: Africa’s largest city, a megapolis of more than 20 million people, where entrepreneurial energy and a globally influential music and food scene define the experience.

The addition of African routes enables single-connection journeys between key cities across Africa and Asia via Abu Dhabi, creating a more efficient and commercially relevant corridor for both passengers and cargo. This is particularly significant for sectors including manufacturing, agriculture, pharmaceuticals, and infrastructure, where speed, reliability, and direct market access are critical.

Abu Dhabi Zayed International Airport sits at the centre of these flows, offering efficient connections across Etihad’s expanding global network, with geographic reach spanning Africa, Asia, Europe, and the Americas.

Freight capacity will play a critical role, with Etihad Cargo, the largest freighter operator between China and the Middle East, offering belly-hold capacity across all new services, with dedicated freight products tailored to the specific export and import profiles of each destination market. 

Source: ttnworldwide.com

A surge in global fuel prices is once again testing the resilience of the travel industry, as airlines grapple with rising jet fuel costs, shrinking margins, and growing pressure to cut capacity. Triggered by the ongoing Iran conflict and disruptions in key oil supply routes such as the Strait of Hormuz, the crisis is reshaping aviation economics and altering how—and where—people travel.

Across major markets, the impact is already visible. Airlines are scaling back operations, raising fares, and adjusting networks to cope with escalating fuel bills. Capacity cuts are being implemented globally, with some carriers trimming routes by up to 5 per cent while others reduce flight frequency or suspend less profitable connections altogether.

Supply disruptions have compounded the situation. Roughly 20 per cent of global oil flows through the Strait of Hormuz, making it a critical chokepoint for jet fuel supply. Since the onset of the conflict, restricted shipping and refinery constraints have driven fuel prices sharply upward, in some cases doubling within weeks, while also forcing airlines to reroute flights along longer, more fuel-intensive paths.

The result is a cascading effect across the aviation sector. Airlines in Europe, Asia, and North America have begun cancelling flights, grounding aircraft, and introducing fuel surcharges as operating costs climb. Some carriers have warned that continued volatility could lead to bigger structural changes, including consolidation and reduced competition, as profitability comes under sustained pressure.

For the global travel ecosystem, the consequences extend far beyond airlines. Higher fuel costs are tightening connectivity, reducing route options, and increasing ticket prices, with travellers ultimately bearing the brunt through more expensive and less flexible journeys. Industry analysts note that the current disruption marks one of the most significant aviation cost shocks since the pandemic, with long-term implications for route planning and network expansion.

In Kenya, the ripple effects of this global fuel surge are being felt across the entire travel and tourism value chain. Fuel prices remain a defining factor in the cost structure of the industry, influencing everything from transport logistics to tour pricing and overall travel demand.

At the operational level, higher fuel costs are directly raising the price of road transfers, safari vehicles, airport shuttles, and long-distance travel. For tour operators, particularly those running itineraries across circuits such as Nairobi, the Maasai Mara, Amboseli, and coastal destinations, fuel volatility is translating into increased operating expenses that must often be passed on to customers.

The aviation-linked segments of the sector are equally affected. Rising jet fuel costs feed into broader airline pricing, while also increasing the cost of ground handling, airport operations, and support services. For travel agents and wholesalers, this creates ongoing pricing instability, forcing frequent adjustments to packages and narrowing profit margins.

Members of the Kenya Association of Travel Agents and other industry players say this volatility is complicating business planning. Fixed-price contracts are becoming harder to sustain, and suppliers are increasingly renegotiating terms to reflect fluctuating input costs.

Consumers are also responding to these pressures. As travel becomes more expensive, domestic tourism is showing increased price sensitivity, with discretionary travel—such as weekend getaways and group tours—more likely to be postponed or scaled back.

In key hubs such as Nairobi and coastal destinations like Mombasa, operators are being forced to strike a careful balance between maintaining competitiveness and absorbing rising costs. The challenge is to ensure Kenya remains an attractive destination even as global pressures push prices upward.

At the same time, the industry is adapting. Travel businesses are optimizing routes, investing in fuel-efficient operations, and leveraging digital tools to reduce inefficiencies. Collaboration across the value chain is also becoming more critical, as stakeholders seek collective strategies to manage costs without compromising service delivery.

As the global energy market remains volatile, fuel prices are increasingly shaping not just the cost of travel, but the structure of the industry itself. From global airline capacity decisions to local tour pricing in Kenya, the effects are interconnected—highlighting how geopolitical developments thousands of miles away are directly influencing the pace and affordability of travel on the ground.

Source: Fortune.com

Kenya’s tourism and travel industry is entering a critical phase where strong recovery is no longer the central challenge. Sustaining that growth is. After a period of rebound marked by rising visitor numbers and revenues, the sector is now grappling with deeper structural questions around resilience, digital transformation, shifting airline distribution models, and the need for stronger industry coordination.

According to the Kenya Tourism Sector Performance Report 2025, the industry generated approximately KSh0.5 trillion in earnings while recording an estimated 7.9 million tourists, including 2.7 million international visitors and 5.2 million domestic travellers. While these figures underscore a robust recovery, they also highlight the scale and complexity of managing continued growth in an increasingly competitive global environment.

Globally, travel demand is also expanding, but at a more moderate pace. Industry data shows international tourist arrivals grew by about 4 per cent in 2025, reinforcing the reality that destinations are competing more aggressively for market share. At the same time, the International Air Transport Association (IATA) has pointed to rising operational pressures, including fuel costs and capacity constraints, which continue to shape airline pricing and route decisions, factors that directly affect travel agents and the broader tourism value chain.

Within this evolving landscape, Kenya’s travel trade is confronting a convergence of issues. The shift toward direct airline distribution and digital booking platforms is redefining the role of traditional travel agents, forcing many to adapt their business models. At the same time, increasing demand for seamless travel experiences is accelerating the need for investment in technology, skills, and service delivery.

Sustainability has also moved to the forefront of industry priorities. As global travellers become more conscious of environmental and social impact, destinations and service providers are under growing pressure to embed responsible tourism practices into their operations. For Kenya, this presents both an opportunity to differentiate its offering and a challenge in ensuring standards are consistently applied across the sector.

Equally pressing is the need for stronger collaboration across the tourism ecosystem. Despite growth, the industry remains fragmented, with gaps in coordination between travel agents, airlines, hotels, technology providers, and policymakers. Stakeholders say aligning these players is essential to unlocking new opportunities, improving efficiency, and ensuring that growth is both inclusive and sustainable.

It is against this backdrop that the Kenya Association of Travel Agents (KATA) is convening its 2026 Annual General Meeting and Convention, positioning it not just as a routine industry gathering but as a necessary forum to address these emerging challenges.

Scheduled for June 4–6, 2026, in Mombasa, the convention is expected to bring together a broad cross-section of stakeholders to engage on the issues shaping the future of travel and tourism. The choice of venue, the PrideInn Paradise Beach Resort & Spa, provides the setting, but the focus is firmly on substance. Creating space for dialogue, alignment, and practical solutions.

Under the theme “The Journey: Built to Last,” the event reflects a shift in industry thinking, from short-term recovery to long-term resilience. Discussions are expected to centre on how to adapt to changing distribution models, leverage digital innovation, strengthen partnerships, and build a more sustainable tourism ecosystem.

For many in the industry, the need for such engagement has become increasingly urgent. As Kenya positions itself within a competitive global market, stakeholders say that platforms like the KATA convention are essential, not only for sharing insights but for shaping a coordinated response to the challenges ahead.

In that sense, the 2026 gathering represents more than an annual meeting. It is a reflection of an industry at a turning point, one that must now move beyond growth figures and confront the structural shifts that will define its future.

Passenger and cargo airline—748 Air Services is set to resume scheduled flight operations in Kenya this May, signaling a strong return to the domestic aviation market.

This comes amid renewed commitment by the airline to enhancing connectivity across the country.

The re-launch will see the airline’s scheduled services, known as Fly 748.com, reconnect Jomo Kenyatta International Airport (JKIA) with key regional destinations.

It follows a period of strategic operational restructuring aimed at strengthening service delivery, reinforcing safety standards, and improving the overall passenger experience.

The return to the skies is part of the airline’s broader strategy to support tourism, trade, and regional mobility, management said yesterday, particularly in destinations that rely heavily on air transport for economic activity.

“Our re-launch marks a new chapter for Fly 748.com and for domestic aviation in Kenya. We are committed to providing dependable air services that connect communities, support businesses, and contribute to the growth of tourism and regional economies,” Head of Fly 748.com, George Oduor, said.

The airline will operate a fleet of Dash 8-Q400 aircraft, widely recognised for their reliability and efficiency on short-haul regional routes.

Initial routes will include Nairobi, Mombasa, and Ukunda, with fares starting from Sh6,500 one way.

The airline plans to progressively expand to additional destinations based on market demand.

Fly 748.com emphasised that safety remains its top priority, noting that the airline has worked closely with the Kenya Civil Aviation Authority (KCAA) to ensure all regulatory and operational requirements are fully met ahead of the re-launch.

The airline is also accredited under the Basic Aviation Risk Standard (BARS) Gold Status, a globally recognised certification that underscores its commitment to the highest safety standards.

“The safety management system we have in place is robust and predictive, not reactive. Achieving BARS Gold Status, an accreditation by the Flight Safety Foundation, demonstrates our unwavering focus on safety, quality, and reliability,” Fly 748.com Chairman, Ahmed Jibril, said.

The airline is also advancing its environmental sustainability agenda.

Since 2022, 748 Air Services has been implementing an Environmental Management System aimed at reducing its carbon footprint and promoting responsible aviation practices.

This includes adopting technologies and operational measures to minimise emissions, prevent pollution, and exceed regulatory environmental standards.

“We conduct thorough assessments of our carbon emissions and are implementing targeted strategies to reduce our environmental impact, contributing to global climate action efforts,” said Oduor.

748 Air Services will have operations at JKIA’s Terminal 2, with Mombasa and Ukunda (Diani) as key routes, amid expansion.

Source: the-star.co.ke

There is a kind of silence that is never empty.

It is the silence of dawn in the African wild—before engines, before footsteps, before even the confidence of the sun. And in that silence, something extraordinary happens: wings cut through air like whispered secrets, and entire economies begin to move quietly with them.

Across Africa, birdwatching is no longer just a hobby for binocular-wielding enthusiasts. It is becoming a serious pillar of ecotourism—one that blends conservation, community empowerment, and travel in a way few industries manage to achieve.

Sustainable birding tourism, as it is increasingly called, is built on a simple but powerful idea: that birds are not just scenery. They are indicators of healthy ecosystems, guardians of wetlands, forests, and grasslands—and now, unexpectedly, drivers of rural livelihoods.

In countries across the continent, from wetlands to highland forests, birders are travelling farther, staying longer, and spending more, often guided by local experts who know not just where to find rare species, but how to read the land itself. The experience is intimate, deliberate, and slow-paced—because birding does not reward haste. It rewards patience.

And patience, it turns out, is profitable.

Studies and tourism operators increasingly point to birdwatchers as some of the most committed travellers in the ecotourism sector. They do not come in crowds. They come in focused groups, often returning repeatedly, each visit driven by the pursuit of a single “lifer”—a bird they have never seen before.

This behaviour creates a unique tourism model: one that disperses visitors into remote areas, supports small community guides, and incentivises conservation rather than exploitation.

But the real shift is philosophical.

At the heart of sustainable birding is a recognition that birds only thrive where ecosystems are intact. No forest, no wetland, no grassland—no birds. And without birds, there is no birding tourism. In this way, conservation is not a slogan; it is the business model itself.

Organizations working in this space increasingly emphasize carbon awareness, community partnerships, and habitat protection as core elements of tour design. The logic is simple: protect the habitat, and the tourism follows naturally.

In practice, this means carefully curated itineraries that take travellers through protected reserves, community conservancies, and lesser-known biodiversity hotspots. It means training local bird guides who can identify species by call alone. And it means ensuring that tourism revenue flows back into the landscapes that sustain it.

In East Africa and beyond, this approach is reshaping how travel is experienced. A birding trip is no longer just about ticking species off a list. It is about listening—to ecosystems, to communities, and to the quiet negotiations between humans and nature.

There is also something deeply cultural about it. Birding routes often pass through rural landscapes where livelihoods depend on the same ecosystems that attract visitors. A wetland is not just a habitat; it is fishing ground, grazing land, and now, a tourism asset. The overlap is delicate, but increasingly, it is being managed with intention.

What emerges is a form of travel that feels less like consumption and more like participation.

At sunrise, when the first calls echo across a marsh or forest edge, birders stand still, binoculars raised, waiting for a flash of colour or movement. But what they are really witnessing is something larger: a model of tourism where the value is not extracted from nature, but sustained by it.

And in that exchange—between wings and watchers, silence and sound, economy and ecology—a new story of African tourism is being written.

A story where the smallest creatures carry some of the biggest economic and environmental weight.

And where, sometimes, the future of travel begins with nothing more than a bird in flight.

Source: getaway.co.za

Travel distribution is undergoing a profound shift. The field is no longer defined solely by legacy systems and traditional agency structures; instead, it now features a growing cohort of younger, more tech-savvy agents operating alongside established players. At the same time, the adoption of New Distribution Capability (NDC) technologies is reshaping the relationship between airlines and travel intermediaries, introducing both opportunity and disruption across the value chain.

These developments have created a period of transition marked by uncertainty. Older business models are coming under pressure, even as customer expectations evolve toward more personalized, flexible, and digitally enabled travel experiences. The result is an industry in motion—one that is being redefined not only by technology, but by changing notions of value and service delivery.

Within this context, Sabre Corporation has been deepening its engagement with partners across the region, including TNS Global, in a bid to strengthen its position in East Africa’s travel distribution ecosystem. Sabre Corporation has, in recent years, advanced its multi-source content strategy by integrating traditional and NDC-enabled airline offers into its global marketplace, enabling travel agencies to access richer and more dynamic content.

According to industry communications, the company’s broader strategy reflects an intent to work more closely with travel trade partners as the sector evolves. The focus, increasingly, is on engaging emerging segments of the travel trade—particularly newer entrants to the agency space—and addressing their concerns and ambitions through collaborative approaches.

This includes working alongside industry associations such as the Kenya Association of Travel Agents, where capacity building and dialogue are becoming central to navigating the shift toward modern retailing. The underlying emphasis is on co-creation: building solutions jointly with agencies, rather than simply delivering systems to them.

As NDC adoption expands and distribution models continue to evolve, the implications for East Africa are significant. Agencies are being pushed to rethink how they package and sell travel, while airlines are redefining how offers are constructed and delivered across channels. In this emerging environment, collaboration is increasingly being framed not as optional, but as essential.

The direction of travel is clear: distribution is becoming more fragmented, more digital, and more responsive to end-user demand. And within that transformation, East Africa’s travel trade is positioning itself not merely as a participant, but as an active contributor to the next phase of global travel retailing.

Source: sabre.com