Fly 748 has returned to Kenya’s domestic aviation market with a renewed focus on reliability, affordability, consistency, and on-time departures as competition on the Nairobi–Coast corridor continues to intensify. The airline, operated by 748 Air Services, is also a corporate member of the Kenya Association of Travel Agents (KATA), strengthening its engagement with the country’s travel trade sector.

Effective May 2026, the carrier has reinstated a structured coastal schedule linking Nairobi with Mombasa and Ukunda, restoring six daily flight movements designed to improve flexibility for both business and leisure travellers.

The daily frequencies are structured as follows:

• Nairobi–Mombasa: 06:30am
• Mombasa–Nairobi: 08:45am
• Nairobi–Ukunda: 11:00am
• Ukunda–Nairobi: 1:00pm
• Nairobi–Mombasa: 3:20pm
• Mombasa–Nairobi: 5:35pm

The schedule reinforces connectivity on the Nairobi–Mombasa route, one of Kenya’s busiest domestic air corridors driven by tourism, conferencing, and regional business travel, while also restoring direct access to Ukunda, the main gateway to the Diani tourism belt.

A key feature of Fly 748’s relaunch is its baggage structure, designed to offer passengers greater convenience and cost predictability. Travellers are entitled to a total baggage allowance of 15 kilograms, comprising 10 kilograms of checked baggage and 5 kilograms of hand luggage. The airline says the simplified policy is aimed at enhancing the overall passenger experience, particularly for domestic travellers seeking flexible and efficient coastal connections.

Fly 748 operates the Bombardier Dash 8 Q400 aircraft, a 78-seater turboprop widely used in regional aviation for its fuel efficiency and suitability for high-frequency short-haul operations. The aircraft supports the airline’s strategy of maintaining dependable rotations across domestic destinations while optimizing operational efficiency.

The carrier has also introduced an agents’ booking portal to improve access for travel agencies and corporate clients through streamlined reservations and ticketing services, reflecting wider digitisation trends across the aviation and travel sectors.

The airline’s return is anchored in the operational history of 748 Air Services, which has more than 30 years of aviation experience originally built through humanitarian and relief operations across Africa before expanding into commercial passenger and cargo services. That legacy continues to shape its emphasis on operational discipline, service consistency, and reliability.

Fly 748’s re-entry into scheduled passenger operations comes amid renewed growth in Kenya’s domestic aviation market, particularly on coastal routes where increased tourism activity and rising domestic travel demand are driving stronger competition among carriers.

As artificial intelligence rapidly transforms the global travel industry, the 2026 Kenya Association of Travel Agents AGM & Convention is positioning itself around a central question facing the sector: how do travel businesses build sustainable, future-ready companies in an increasingly digital world?

That conversation sits at the heart of this year’s theme, “The Journey: Build to Last.”

Set for June 5 and 6 at PrideInn Paradise Beach Resort & Spa, the convention will be preceded by an optional masterclass on June 4 focused on Digital Marketing in an AI Era, reflecting the growing urgency for travel businesses to adapt to technology-driven disruption.

The masterclass comes at a time when artificial intelligence is reshaping nearly every layer of the travel ecosystem. Airlines are using AI-powered pricing systems and predictive analytics, hotels are investing in automated customer engagement tools, and online travel platforms are increasingly relying on machine learning to personalize recommendations and influence consumer choices.

Globally, industry estimates show that more than 80% of travel companies are already investing in or piloting AI technologies aimed at improving marketing efficiency, customer targeting, and operational performance.

For travel agents, the shift is becoming impossible to ignore.

Today’s traveller can generate itineraries, compare destinations, receive personalized recommendations, and access travel information within seconds through AI-powered platforms. In such an environment, traditional travel businesses are under growing pressure to evolve beyond conventional sales models.

Industry analysts estimate that AI-driven personalization can improve marketing conversion rates by as much as 30%, while significantly lowering customer acquisition costs.

For African travel businesses, however, the challenge goes beyond adopting new tools. The larger question is whether local operators can remain visible and competitive in a marketplace increasingly controlled by algorithms, automation, and data-driven consumer engagement.

That reality is expected to define much of the discussion at the KATA masterclass, which will explore how businesses can leverage AI, digital marketing strategies, and modern data tools to improve customer engagement and long-term sustainability.

The session will be led by Moses Kemibaro, founder and CEO of Dotsavvy, whose work focuses on digital transformation and technology strategy across African markets.

The broader AGM itself is also continuing to grow in scale and influence.

Following strong participation in 2025, the 2026 convention is expected to attract more than 400 delegates from over 15 countries, including travel agents, airline executives, tourism boards, regulators, hoteliers, government officials, and technology companies.

What was once viewed largely as an association gathering is increasingly evolving into a regional industry platform where aviation, tourism, hospitality, technology, and policy intersect.

That growth reflects wider shifts within Africa’s travel sector. According to the International Air Transport Association, passenger traffic across Africa is projected to grow steadily over the next two decades, while digital travel bookings and online consumer engagement continue to expand rapidly.

But as technology accelerates industry transformation, stakeholders say sustainability will increasingly depend on adaptability.

And that is where this year’s AGM theme appears particularly relevant.

Because in today’s travel industry, “building to last” may no longer depend solely on selling tickets or securing clients.

It may depend on whether businesses can successfully navigate the technological changes already reshaping the future of travel.

It is Friday afternoon in Nairobi. A corporate travel agency has just confirmed several international bookings for a client whose executives are expected to travel the following week. The tickets are issued immediately. The airline expects payment within days. But the company being billed may not settle the invoice until the end of the month.

For many Kenyan travel agents, the waiting period between paying airlines and receiving payment from clients is where the real business pressure lies.

Now, discussions about a possible proposal to shorten remittance timelines under the International Air Transport Association (IATA) Billing and Settlement Plan (BSP) are raising concerns across the industry, with agencies warning that any such move could significantly disrupt cash flow in the local market.

While no official changes have been announced, the prospect alone has sparked debate within Kenya’s travel trade.

The Kenya Association of Travel Agents (KATA) has cautioned that shorter remittance cycles, if implemented, could place heavy financial pressure on agencies by requiring them to remit funds to airlines long before corporate clients settle their accounts.

At the centre of the concern is a business model that differs sharply from many global markets.

In Kenya, corporate and government travel continue to form a substantial share of agency business. Unlike leisure travellers who pay instantly online using cards or mobile payments, many organizations operate on invoicing arrangements that can take weeks, sometimes longer, to clear.

That means travel agents often absorb the financial gap themselves.

Under the BSP system, accredited agencies collect ticket payments on behalf of airlines before remitting funds through IATA’s centralized settlement structure. The system has long served as the financial backbone of global airline distribution, handling billions of dollars in ticket sales every year.

But agents warn that if remittance timelines were ever shortened, the burden would shift heavily onto agencies already operating within tight margins.

In practical terms, a travel company could issue millions of shillings worth of airline tickets in a week while still waiting for payment from clients whose internal procurement and finance processes move much more slowly. Yet airline obligations would remain immediate.

Industry stakeholders say that the dynamic could create serious liquidity pressure, particularly for small and medium-sized agencies without access to large cash reserves or affordable credit facilities.

Critics within the sector argue that global policy conversations often overlook the realities of emerging markets, where credit-based business remains common, and cash flow management is central to survival.

For many travel agencies, the fear is not necessarily about growth slowing down but about sustainability itself.

Observers warn that stricter remittance demands could eventually accelerate consolidation within the industry, favouring larger players with stronger financial muscle while smaller travel agencies struggle to keep up.

That would have wider implications for Kenya’s travel ecosystem, where independent agencies continue to play a critical role in corporate travel management, customer service, regional tourism, and complex itinerary planning.

The discussion also comes at a time when the global aviation industry is undergoing rapid transformation. Airlines are increasingly shifting toward modern retailing models powered by New Distribution Capability (NDC), giving carriers more control over pricing, distribution, and customer data.

While these developments promise greater efficiency and personalization, Kenyan agents insist that financial realities must remain part of the conversation.

For KATA and industry stakeholders, the issue goes beyond operational timelines. It is about ensuring that global aviation systems evolve in a way that reflects local market conditions rather than imposing structures that may work in mature economies but create strain in developing ones.

Because in Kenya’s travel business, issuing the ticket is often the easy part.

The harder part is surviving long enough to get paid for it.

The travel industry is entering a new era — one increasingly shaped not by brochures or booking agents, but by algorithms.

From AI-powered itinerary planners to chatbots capable of building holidays in seconds, technology is rapidly changing how travellers search, compare, and book their journeys. But as artificial intelligence becomes more deeply embedded in the travel experience, a critical question is emerging: what happens to the role of traditional travel businesses?

Across the industry, the message is becoming clear — travel companies can no longer compete on access to information alone. AI can already do that faster.

Today’s travellers can generate personalised itineraries, compare flights, receive destination suggestions, and even get restaurant recommendations through AI-powered tools within minutes. The convenience is undeniable. But industry analysts warn that this shift is forcing travel brands to rethink their value in a market increasingly mediated by artificial intelligence.

The rise of the AI traveller

Artificial intelligence is no longer a futuristic concept in tourism. It is already influencing customer behaviour across the travel chain.

Airlines are using AI for dynamic pricing and customer service automation. Hotels are deploying AI-driven recommendation engines and virtual assistants. Tour operators are experimenting with conversational booking systems that can plan entire trips based on a few prompts.

For travellers, this means fewer hours spent comparing websites and more instant, tailored responses.

But the same technology creating convenience is also intensifying competition. If every platform can generate similar itineraries and recommendations, differentiation becomes harder.

In an AI-driven marketplace, simply selling flights and hotel rooms is no longer enough.

Why trust becomes the new currency

As AI-generated travel advice floods the market, trust is emerging as one of the industry’s most valuable assets.

Algorithms may recommend destinations based on trends and data, but travellers still seek reassurance when spending significant amounts of money or navigating unfamiliar destinations. Human expertise, local knowledge, and problem-solving remain difficult to automate fully.

This is especially true during disruptions — flight cancellations, weather events, visa complications, or political instability — where travellers often need judgement, not just information.

Industry experts argue that the winning travel brands will be those that combine AI efficiency with human insight. Technology may handle the routine, but people still matter when experiences become emotional, expensive, or unpredictable.

Travel agents face a defining moment

For travel agents and tour operators, AI presents both a challenge and an opportunity.

Businesses that resist digital transformation risk becoming invisible in an increasingly automated marketplace. But those that embrace AI as a support tool rather than a threat could become more competitive.

Many agencies are already using AI to streamline operations, improve customer communication, automate repetitive tasks, and deliver faster responses.

The advantage lies in using technology to enhance service rather than replace it.

Instead of spending hours manually building itineraries, agents can focus on personalization, customer relationships, and handling complex travel needs — areas where human value remains strongest.

The battle for visibility

Another major shift is how travellers discover travel products in the first place.

Traditionally, companies competed through websites, advertising, and search engine rankings. But AI assistants are increasingly acting as intermediaries between travellers and travel brands.

If travellers begin relying on AI tools to choose destinations, hotels, or airlines, companies may lose direct control over customer relationships. In effect, AI could become the new “gatekeeper” of travel discovery.

That possibility is forcing brands to rethink marketing strategies, customer engagement, and digital visibility.

A more connected — but more competitive — future

The integration of AI into travel is expected to accelerate over the coming years, reshaping everything from booking behaviour to customer expectations.

Yet despite the rapid technological shift, one reality remains unchanged: travel is ultimately a human experience.

People may use AI to plan journeys faster, but they still value authenticity, reassurance, emotional connection, and expertise that goes beyond data.

For the travel industry, the future may not belong entirely to machines or humans alone — but to businesses that can combine both effectively.

Source : consultancy.uk

The United Arab Emirates has lifted all flight restrictions put in place since the start of the United States and Israel’s war on Iran, the country’s civil aviation authority has announced.

All air operations have returned to “normal status” in UAE airspace, the General Civil Aviation Authority said in a statement on Saturday.

“Our decision came following a comprehensive assessment of operational and security conditions, in coordination with the relevant authorities”, the aviation authority said in a post on X, adding that it would continue monitoring the situation.

The announcement marks a significant milestone for UAE hubs Dubai, home to the world’s busiest airport for international passengers, and Abu Dhabi, which have been operating under restrictions since late February.

The US-Israel war on Iran has caused major disruption to aviation across the Middle East, with Tehran’s retaliatory strikes on Gulf countries forcing the closure of large portions of the region’s airspace.

As well as dealing a blow to a region that is striving to lessen it economic dependence on fossil fuels, the upheaval has restricted the number of routes available to air carriers operating long-haul flights between Europe and Asia.

At least eight states announced full or partial airspace closures, including the UAE, Iraq, Jordan, Qatar, Bahrain, and Kuwait.

UAE carriers Emirates and flydubai temporarily halted all operations, while Etihad suspended all departures from Abu Dhabi.

More than 11,000 flights in and out of the region were cancelled in the opening days of the conflict, according to aviation data firm Cirium.

The UAE declared a “temporary and partial” closure of its airspace at the beginning of the conflict in late February, before announcing a gradual reopening in March.

During the UAE’s partial resumption of air traffic between March 1 and 12, the country’s airports handled 1.4 million passengers and recorded 7,839 air traffic movements, while its national carriers saw their operations recover to 44.6 percent of normal levels.

A Pakistan-brokered ceasefire last month brought the conflict to a halt, paving the way for Saturday’s announcement.

Signs of a broader regional aviation recovery are emerging.

Qatar Airways on Saturday separately confirmed that it would resume flights to three Iraqi cities from May 10, after previously announcing plans to serve more than 150 destinations across six continents from mid-June.

Source : aljazeera.com

Air travel in Africa remains among the most expensive in the world — not for lack of demand, but because of the growing weight of taxes and charges imposed on the sector.

Across the continent, passengers are paying far more than the cost of flying itself. Industry data shows that a typical international departure from Africa attracts an average of 3.5 separate taxes and charges, amounting to about $68 per ticket, more than double what travellers pay in regions such as Europe and the Middle East.

In some countries, these levies can climb dramatically higher. Certain airports charge close to $300 in taxes and fees on a single ticket, significantly inflating the overall cost of travel.

A continent priced out of the skies

The cumulative effect is stark. Taxes and fees can account for over 35% of the total ticket price — and more than half of the cheapest base fares.

For many Africans, this effectively prices air travel out of reach, reinforcing the perception that flying is a luxury rather than a necessity. This is despite aviation playing a critical role in connecting a vast continent with limited rail and road alternatives.

The paradox is clear: demand for air travel is rising, yet affordability continues to lag behind.

Airlines squeezed by high operating costs

For airlines, the pressure is equally severe. African carriers operate in one of the most expensive aviation environments globally.

Taxes and charges alone are estimated to be 12% to 15% higher than the global average, while fuel costs are about 17% higher and navigation fees roughly 10% above international benchmarks.

These structural costs leave airlines with thin profit margins, limiting their ability to expand routes, increase frequency, or lower fares.

The result is a self-reinforcing cycle: high costs lead to high ticket prices, which suppress demand, which in turn constrains growth.

Fragmented skies, limited connectivity

Despite its size and population, Africa remains one of the least connected aviation markets globally. Only about 19% of routes within the continent are direct, forcing travellers into longer, more expensive journeys.

At the same time, regions with the highest taxes tend to record the lowest traffic volumes. West and Central Africa, for instance, account for just 23% of total air traffic, despite imposing some of the highest aviation charges.

The economic consequences extend beyond airlines. Expensive and limited connectivity affects tourism, trade, and investment — sectors heavily reliant on efficient air transport.

A revenue strategy with long-term costs

Governments across Africa have increasingly turned to aviation as a source of revenue, introducing or raising taxes to meet fiscal pressures.

But industry bodies warn this approach may be counterproductive. High taxation reduces passenger numbers, weakens airline performance, and ultimately limits the broader economic benefits aviation can generate.

Aviation already supports an estimated $72 billion in GDP and 6.8 million jobs across Africa, underscoring its role as a key economic enabler.

Reducing the cost of flying, analysts argue, would stimulate demand, increase connectivity, and unlock significantly greater economic returns.

Calls for reform

Pressure is mounting for governments to rethink their approach. Industry stakeholders are calling for:

• Rationalisation of taxes and fees
• Greater alignment with global aviation standards
• Investment in efficient airport infrastructure
• Policies that prioritise connectivity over short-term revenue

The argument is not to eliminate taxes altogether, but to strike a balance that allows the sector to grow sustainably.

The bottom line

Africa’s aviation market is one of the fastest-growing globally, with long-term passenger demand expected to rise steadily. Yet without structural reforms, that growth risks being constrained by the very policies meant to generate revenue.

For now, the reality remains unchanged: in Africa, if it flies, it is taxed — and often heavily.

source : theeastafrican.co.ke

You’ve got 47 tabs open. TripAdvisor, Booking.com, cruise comparison sites, and airline alerts. Your Notes app is overflowing with copied links and half-formed itineraries. Three hours in, you’re somehow more confused than when you started.

Sound familiar?

Today, most travellers book their own holidays. We’ve mastered the mechanics of online booking, but there’s a catch: a large majority still worry about making costly mistakes — choosing the wrong flight time or date, overpaying, ending up with questionable accommodation, or locking themselves into non-refundable deals they can’t use. That’s where a good travel agent quietly proves their worth.

Like the doorway you’d walk straight past

Search engines will point you to the obvious — iconic landmarks, top-rated attractions, and heavily reviewed experiences. But they rarely uncover the places that don’t advertise themselves well: the tucked-away, locally known, genuinely memorable spots that never trend online.

That kind of knowledge doesn’t come from algorithms. It comes from years of travelling, building relationships on the ground, and knowing which experiences are truly special — and which ones are simply well-marketed.

The scams your research might not catch

Even experienced travellers can fall for increasingly sophisticated online scams. A picture-perfect lodge, a polished website, convincing email exchanges — everything can look legitimate until it isn’t.

Without direct verification channels or industry networks, it’s difficult to spot the red flags. Some listings may represent properties that no longer exist, have changed ownership, or were never real to begin with.

Travel agents operate within trusted ecosystems. They have access to verified operators and tourism bodies, allowing them to confirm what’s real — and what isn’t — before money changes hands.

When curation beats endless options

The average traveller now spends hundreds of hours consuming travel content before making a booking. Ironically, more information often leads to more uncertainty.

At some point, endless choice becomes overwhelming. Reviews blur together. Recommendations conflict. Decision fatigue sets in.

This is where human curation matters. Instead of presenting more options, a travel agent filters them — tailoring choices to specific needs, whether that’s mobility considerations, medical requirements, dietary restrictions, or family logistics. These are nuances algorithms often overlook.

Your lifeline when things go wrong

Booking online works — until it doesn’t.

A missed connection, a cancelled flight, a non-refundable booking that suddenly needs to change. Hours spent on hold. Emails that go unanswered. Now imagine that situation unfolding during an actual emergency — extreme weather, political unrest, or unexpected disruptions abroad.

In those moments, having someone who can act on your behalf makes all the difference. While you focus on your immediate situation, they’re coordinating solutions — rebooking flights, securing refunds, arranging assistance — often faster than you could on your own.

Without that support, you’re navigating the chaos alone.

The extras that don’t show up in search results

Not every unforgettable travel moment can be searched for. Some of the best experiences are the ones you didn’t know to ask for.

A perfectly timed dinner with the best view in the city. A behind-the-scenes experience unavailable to the public. A surprise moment that turns a trip into a lifelong memory.

These details aren’t accidents. They’re the result of connections, foresight, and an understanding of what elevates a trip from ordinary to exceptional.

So, can you book everything yourself? Yes.

But the real question is whether you should.

Because beyond the convenience of clicking “book now,” there’s a layer of insight, protection, and personalization that technology hasn’t quite mastered — the kind that spots risks before they happen, finds what others miss, and steps in when things don’t go to plan.

Your browser tabs can wait.

Source: escape.com