Africa’s commercial aircraft fleet is expected to more than double by 2045 as rising air travel demand, urbanisation, a growing middle class and improved infrastructure drive expansion across the continent, according to Boeing.

The aerospace company’s 2026 Commercial Market Outlook projects passenger traffic in Africa will grow by nearly six per cent annually over the next two decades, pushing the commercial fleet from about 755 aircraft to 1,625.

African airlines are expected to require nearly 1,200 new aircraft, with single-aisle jets accounting for the largest share as carriers expand domestic and regional networks. Demand for widebody aircraft is also expected to more than double, supporting fleet modernisation and the growth of long-haul routes.

Intra-African travel is forecast to grow faster than the regional average as connectivity improves, while Europe is expected to remain Africa’s largest international passenger market through 2045, supported by tourism, trade and strong economic and social links.

The growth will extend beyond passenger aviation. Boeing expects Africa’s freighter fleet to increase from 60 to 150 aircraft as e-commerce, logistics and high-value exports expand.

The aviation boom is also expected to create significant demand for skills and services. Boeing estimates the continent will require about 75,000 additional aviation professionals by 2045, including 22,000 pilots, 25,000 technicians and 28,000 cabin crew. The company also forecasts a $140 billion market for aviation services, including maintenance, repair, overhaul, modifications and digital solutions.

Shahab Matin, Boeing’s managing director of Commercial Marketing, said Africa’s aviation market was entering a period of sustained growth driven by stronger connectivity, increased intra-African travel and deeper economic ties with global markets.

For African airlines, the outlook points to growing opportunities to expand networks and strengthen the continent’s connections with major tourism and business markets, while highlighting the need for continued investment in aircraft, infrastructure, technology, and aviation talent.

The forecast reinforces the growing role of aviation in supporting Africa’s tourism, trade and economic development as demand for air travel continues to rise.

Source: boeing.mediaroom.com

Kenya Airways has appointed Habil Waswani as its Acting Group Managing Director and Chief Executive Officer, marking a new chapter in the leadership of the national carrier as it continues to strengthen its operations and advance its transformation agenda.

Waswani, who currently serves as the airline’s Company Secretary and Director of Legal Services and Regulatory Compliance, will assume the role on 15 September 2026, succeeding Captain George Kamal.

Kamal has served in Kenya Airways’ executive leadership for more than four years, initially as Chief Operating Officer, before taking on the role of Acting Group Managing Director and CEO in December 2025.

During his tenure, Kamal brought extensive aviation expertise to the airline and played an important role in strengthening operational stability. He also guided the carrier through an executive transition while supporting the implementation of its turnaround strategy.

The Kenya Airways Board has expressed its appreciation for Kamal’s commitment, leadership, and dedication to the airline, recognizing the contributions he has made during his time with the carrier. He will remain with Kenya Airways through a transition period, supporting continuity as Waswani assumes the acting role.

Waswani brings more than two decades of experience in corporate and commercial law, governance and regulatory affairs. Since joining Kenya Airways, he has been closely involved in the airline’s legal, regulatory and corporate affairs, giving him a strong understanding of the organization and the aviation environment in which it operates.

His appointment provides continuity at a significant point in Kenya Airways’ journey as the airline continues to focus on operational reliability, customer experience, network and fleet optimization, sustainability and a return to sustainable financial performance.

Kenya Airways remains a key connector between Africa and the world, linking Kenya to major destinations across the continent, Europe, Asia and the Middle East. Through its extensive network, the airline continues to play an important role in supporting trade, tourism and business connectivity while strengthening Nairobi’s position as a regional aviation hub.

The Board has commenced a competitive process to recruit a substantive Group Managing Director and CEO, while reaffirming its commitment to the airline’s long-term transformation and growth ambitions.

As Waswani prepares to take the helm in an acting capacity, Kenya Airways enters its next phase with a clear focus on building on the progress made, maintaining operational momentum and continuing to deliver on its role as The Pride of Africa.

Flight operations at Kenya’s main airports were disrupted on Sunday after aviation workers resumed industrial action, leaving passengers facing lengthy delays and uncertainty over departures.

The disruption was most pronounced at Jomo Kenyatta International Airport (JKIA) in Nairobi, Kenya’s main international gateway, where passengers reported extended waiting times as airlines struggled with operational delays.

The Kenya Airports Authority (KAA) confirmed that some departing flights at its airports were experiencing delays and advised passengers to contact their respective airlines for the latest information on their flight status.

KAA said it was working with aviation agencies, airlines and other stakeholders to manage the situation and minimise disruption to airport operations. The authority did not initially provide details on the cause of the delays in its passenger advisory.

The disruption came as members of the Kenya Aviation Workers Union (KAWU) downed their tools at the Kenya Airports Authority, Kenya Civil Aviation Authority (KCAA) and Jambojet.

KAWU Secretary-General Moss Ndiema confirmed the strike, saying workers would remain on strike until their grievances were addressed. The union has cited unresolved issues including collective bargaining agreements, remuneration, employment contracts, job security and career progression.

Kenya Airways reports delays of more than three hours

The disruption has directly affected airline schedules at JKIA.

Kenya Airways issued a customer update on Sunday warning passengers of delays of between two and three hours on departures from JKIA, attributing the disruption to ongoing air traffic control challenges.

In a subsequent update, the national carrier reported that only 30 per cent of its scheduled flights had departed by 2:00 p.m. East Africa Time. Flights that had departed were operating with an average delay of two to three hours, while some subsequent departures were experiencing delays of more than three hours.

The airline said it was continuing to monitor the situation and work with relevant stakeholders as efforts continued to manage the disruption.

The distinction between the causes cited by the different stakeholders is significant. While KQ has referred to air traffic control challenges affecting its operations, KAWU has publicly linked the disruption to the workers’ industrial action, while KAA has described the immediate situation as delays affecting some departing flights.

Jambojet operations also affected

Jambojet, which is among the employers targeted by the industrial action, has also been affected by the disruption.

The airline operates a substantial domestic network from Nairobi, meaning delays at JKIA have the potential to affect both domestic passengers and travellers connecting to international services.

The current disruption follows a previous aviation labour dispute that was temporarily resolved after government intervention and negotiations with the union. The latest strike therefore represents a renewed escalation of longstanding disagreements between the union, aviation agencies and affected employers.

Passengers left waiting for updates

At JKIA, passengers have faced prolonged waits as airlines work through delayed schedules.

The disruption is particularly significant for passengers travelling on international itineraries, where a delay on the first sector can result in missed connections, onward travel complications and additional accommodation or rebooking requirements.

KAA has urged passengers to contact their airlines directly before travelling to the airport and to plan their journeys accordingly. The authority said it would issue further updates as the situation develops.

Airlines and travel agents are consequently dealing with passengers seeking information on revised departure times, missed connections and possible rebooking options.

Stakeholders seek to contain disruption

The latest developments have placed Kenya’s aviation stakeholders under pressure to restore normal operations while negotiations over the workers’ grievances continue.

KAA says it is coordinating with aviation agencies, airlines and other stakeholders to minimise the impact on passengers and keep airport operations moving.

KAWU, meanwhile, maintains that the industrial action will continue until its outstanding concerns are addressed. The union’s grievances include claims relating to salary structures, implementation of collective bargaining agreements, prolonged contracts and career progression.

For now, there is no indication of a complete shutdown of Kenya’s airports. Flights continue to operate, but schedules remain significantly affected, particularly at JKIA.

Passengers are being advised to verify their flight status directly with their airline before heading to the airport and to allow for substantially longer travel times.

The situation remains fluid, with airlines, airport authorities, aviation agencies and the workers’ union expected to provide further updates as negotiations and operational efforts continue.

Jambojet is returning to Uganda, reopening the Nairobi–Entebbe route on October 1 after a six-year suspension, in a move that adds new capacity to one of East Africa’s key travel corridors and strengthens links between Kenya and Uganda.

The Kenya Airways-owned low-cost carrier will operate daily non-stop flights between Jomo Kenyatta International Airport and Entebbe International Airport, with one-way fares starting from about KSh22,950.

The return marks the revival of a route that holds particular significance for Jambojet. Entebbe was the airline’s first international destination when it launched the route in 2018, before the COVID-19 pandemic forced the suspension of its regional operations.

Jambojet Chief Executive Officer and Managing Director Karanja Ndegwa said the return forms part of the airline’s wider regional expansion strategy.

“Our return to Uganda is a strategic step forward in our mission to strengthen regional connectivity,” Ndegwa said. “We see significant opportunities to support business, tourism and trade between Kenya and Uganda while providing travellers with an affordable, reliable and convenient flying experience that Jambojet is known for.”

Daily service

The airline will operate the route using its De Havilland Dash 8-400 aircraft.

Flight JM8522 will depart Nairobi at 9:30 am, arriving in Entebbe at 11 am. The return flight, JM8523, will leave Entebbe at 11:40 am, arriving in Nairobi at 1:10 pm, according to the published schedule.

The approximately 90-minute service will give passengers another direct option between the two cities, while putting additional capacity into a market already served by other carriers.

Jambojet will also carry cargo and parcels on the route, creating an additional channel for trade between the two countries.

A route with regional significance

The Nairobi–Entebbe corridor extends well beyond leisure travel.

The route supports business travel, tourism, government movement, trade and family travel between two closely integrated East African markets.

Jambojet’s return also comes as the airline expands beyond its established domestic network. The carrier currently has 11 aircraft, having expanded its active fleet in April, and has identified regional routes as part of its next phase of growth. It also recorded an 86.45 per cent on-time performance in July 2026, according to the airline.

For Uganda’s tourism industry, the additional Nairobi capacity creates another opportunity to tap into Kenya’s large aviation network. Ugandan travellers can use Nairobi as a gateway to Kenya’s coast, including Mombasa, Diani, Malindi and Lamu, while Kenyan travellers gain another option for reaching Uganda.

The route can equally support multi-destination itineraries combining Kenya’s wildlife and coastal attractions with Uganda’s safari, nature and cultural experiences.

Six years later

Jambojet first entered Uganda in 2018 as part of its international expansion, but the pandemic brought the service to an abrupt end as airlines across the region cut capacity and concentrated on rebuilding domestic networks.

The return comes with a different operating environment.

East African travel has recovered, regional business links have strengthened and airlines are once again adding capacity as demand grows.

For Jambojet, Entebbe is therefore more than the reopening of an old route. It is a test of how far the low-cost model can travel beyond Kenya—and a renewed attempt to connect two of East Africa’s most closely linked markets.

From October 1, the Nairobi–Entebbe route will once again be part of Jambojet’s network, six years after the pandemic put the connection on hold.

As Africa’s national carriers expand their networks and move deeper into digital distribution, travel agents remain embedded in the business of selling air travel, with airlines increasingly using technology to bring the two sides closer together.

Ethiopian Airlines offers a telling example.

The Ethiopian flag carrier reported $9.1 billion in revenue for the 2025/26 financial year, a 20% increase, after carrying 20.7 million passengers, according to Reuters. The airline also added nine aircraft during the year as it continued expanding its network and connectivity through Addis Ababa.

Behind that growth is a distribution system that extends well beyond the airline’s own website and ticket offices.

Ethiopian’s agency programme currently covers more than 700 IATA, non-IATA and NDC agencies across more than 60 countries, with the airline offering agencies access to its content, booking capabilities and commercial support.

Its NDC strategy is particularly significant. Rather than removing travel agents from the distribution chain, Ethiopian is connecting them to its newer retailing infrastructure, allowing travel sellers to access airline content, products and services through modern technology.

The result is a travel market in which the question is no longer simply whether passengers book directly with airlines or through agents. Increasingly, both channels are being connected to the same airline inventory and retailing systems.

The money moving through agencies

Kenya provides a useful measure of the scale of the travel-agent channel.

Travel agencies accredited through IATA’s Billing and Settlement Plan processed more than Sh74 billion in airline ticket sales in Kenya in 2025, illustrating the volume of air travel business moving through the agency distribution system.

The figure is not airline revenue and does not represent sales for a single carrier. It does, however, put the agency channel’s scale into perspective in one of Africa’s most important aviation markets.

Globally, IATA’s BSP handles more than $240 billion in annual settlements, connecting hundreds of airlines with tens of thousands of accredited travel agencies.

For airlines operating across multiple markets, that infrastructure provides access to a distribution network that extends well beyond their own digital platforms.

KQ is building the same bridge

Kenya Airways is following a similar path as it modernises its relationship with the travel trade.

The national carrier has been recognising travel agencies using measures including revenue contribution, market share and year-on-year growth, providing a direct indication of how airline management evaluates agency performance.

At the same time, KQ has been expanding access to its NDC content.

Its NDC trade platform enables agencies to search, price and book Kenya Airways products while providing access to additional services through a more modern distribution environment.

The airline has also expanded NDC access beyond traditional IATA-accredited agencies, allowing more travel sellers to connect to its content through technology partners.

The shift is important because NDC is often described as an airline-versus-agent story.

In practice, the technology is increasingly becoming an airline-and-agent story.

From ticket sellers to digital distribution partners

The traditional travel-agent relationship was relatively straightforward: an airline supplied the seat, while the agent marketed and sold it to the customer.

Modern airline retailing is considerably more complex.

Airlines want greater control over how fares, branded products, baggage, seats, upgrades and other ancillary services are presented and sold. Travel agencies, meanwhile, want access to that content without losing the ability to compare options, serve customers and manage complex itineraries.

NDC provides a technological bridge between the two.

For airlines such as Ethiopian and Kenya Airways, it creates a way to distribute richer content through travel sellers while retaining greater control over their products.

For agencies, it provides access to airline content that increasingly goes beyond the basic fare-and-seat transaction.

That is particularly relevant in Africa, where travel can involve multiple airlines, cross-border connections, corporate travel, group movements and complex itineraries.

The national-carrier network effect

The importance of the relationship becomes clearer when viewed against the expansion of African aviation.

Ethiopian’s 20.7 million passengers demonstrate the scale that can be generated when a national carrier develops a large hub-and-spoke network.

Kenya Airways, meanwhile, provides a key East African network linking Nairobi with regional and international destinations.

For both airlines, the value of a route does not end with passengers who find and purchase a ticket directly from the carrier.

Every additional distribution point expands the number of places where the airline’s network can be discovered, priced and sold.

This is particularly important for destinations where travellers may not know which carrier operates the route, where itineraries involve multiple sectors, or where corporate and group travel requires specialist handling.

The travel agent therefore occupies a different position in the modern airline ecosystem.

It is no longer simply about issuing a ticket.

It is about distribution, market reach, customer access and increasingly, digital retailing.

A relationship being rewritten

Africa’s airline industry is moving towards a distribution model in which direct sales and travel-agent sales can coexist rather than compete for the same space.

Ethiopian’s growing NDC ecosystem, KQ’s expanding trade platform and the billions of shillings flowing through Kenya’s agency settlement system point to the same evolution.

The technology is changing.

The commercial relationship is changing.

But the underlying business remains remarkably familiar: airlines need passengers, passengers need access to airline products, and travel agents remain one of the channels through which that market connects.