Five years ago this week, daily life, as most of us knew it, came to a halt as the world realized it was in the grips of a deadly global pandemic unlike anything previously seen in modern times. 

By March 11, 2020, more than 118,000 cases of COVID-19 had been reported across 114 countries, and there were 4,291 resulting deaths, according to a CDC timeline of the pandemic’s emergence. On that day, the World Health Organization (WHO) officially declared COVID-19 a pandemic.

Two days later, on March 13, the Trump Administration announced a nationwide emergency banning entry of non-U.S. citizens from 26 countries. This was followed 24 hours later by a “no sail order” from the CDC for all cruise ships, calling for them to cease all activity in all waters over which the U.S. held jurisdiction.

Travel, an industry worth $10.3 trillion globally in 2019, accounting for 10.5 percent of all jobs around the planet and 7 percent of all trade, was about to experience the unthinkable: Being brought to a standstill. It would take years to recover.

March 2020: The Month Everything Changed

It can be hard to believe that the deadly COVID-19 pandemic is already five years behind us. The years have flown by, in some ways, and life has largely returned to normal. The journey to get to this point however, was no small feat. It has been daunting, both individually and collectively.

In March 2020, the routines of daily life changed seemingly overnight. Millions of workers lost jobs as businesses ceased operations. Many of those who remained employed were required to work remotely and found themselves suddenly adjusting to digitalization. Schools shifted to remote learning, and healthcare workers became the front-line defense, helping us all fight a global existential threat. And these are just some of the impacts.

Turning to the tourism industry, one of the central policies implemented to help contain the virus was restrictions on mobility, both domestically and internationally. This had a profound impact on every level of travel, including slashing demand for hotels and eliminating patronization of restaurants, as well as countless other hospitality venues.

Air travel was one of the hardest-hit global industries: “After a decade of consistent and robust growth in global passenger traffic, the ongoing COVID-19 pandemic brought airports around the world to a virtual halt in the second quarter of 2020, erasing almost overnight, more than 20 years of passenger traffic growth,” says a report from Airports Council International (ACI).

In 2020, there was a 62.3 percent decline in global passenger traffic, which amounted to about 5.9 billion passengers not flying due to the pandemic, according to ACI.

Additional statistics help further illustrate the bleak reality the travel industry faced five years ago: 

• Lockdowns worldwide resulted in a staggering 49 percent GDP decline for the travel industry in 2020 (compared to an overall global economy GDP contraction of just 3.7 percent during the same time frame.) This amounted to a loss of close to $4.5 trillion compared with 2019, according to the World Travel & Tourism Council (WTTC).
• The United States alone recorded a tourism revenue loss of roughly $147 billion between just January and October 2020, according to Statista. By comparison, Spain, the country experiencing the second-highest drop in tourism revenue, lost about $46.7 billion over that same time frame.
• Some 63 million tourism jobs were lost in just 2020 as a result of the pandemic, according to Statista.

The good news is that the industry, by most accounts, has fully rebounded.

In May 2023, the WHO and former U.S. President Joe Biden declared an end to the pandemic. Exactly one year later, in May 2024, a report from the World Economic Forum touted: “Tourism is back to pre-pandemic levels.” The report explained that the global tourism industry in 2024 was not only expected to recover from the lows of the COVID-19 pandemic, but might even surpass the levels seen before the crisis.

A record $1 out of every $10 spent globally in 2024 was expected to be spent on travel as consumers the world over rushed to book hotels, cruises and flights, WTTC reported. The WTTC also estimated that the industry’s contribution to global GDP in 2024 would increase 12.1 percent year-over-year to reach $11.1 trillion, thus making up 10 percent of global GDP. That figure represented a 7.5 percent increase from the previous record set by the travel industry in 2019, before the pandemic emerged.

Travel industry employment has recovered as well. The sector was expected to support nearly 348 million jobs in 2024, which was also a record-breaking 13.6 million more jobs than 2019 industry employment highs.

Yes, the travel industry is back.

One of the positive developments continuing to shape the travel industry is the growing commitment to sustainability and community-focused initiatives. The pandemic served as a turning point for travel, reinforcing the importance of intentional, sustainable, and transformative experiences. It further accelerated the adoption of sustainable travel practices—moving beyond ‘do no harm’ to actively leaving destinations better than we found them.

What other Positive developments in travel can we “credit” COVID-19 for?

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Source : TravelPulse by Northstar

While South Africa remains the most popular location for safaris, followed by Tanzania and Kenya, there’s growing interest among travelers in moving beyond traditional locations for safari experiences.In addition, the customary safari travel season is becoming longer, with an increasing number of globetrotters opting for June or September experiences, extending peak safari travel beyond its normal limits.

These are just some of the top takeaways from Go2Africa’s State of Safari travel report for 2025, a publication that’s based on proprietary search and booking data, combined with global Google search volumes.The annual report highlights the pivotal trends poised to shape safari planning and the industry across Africa. Some of the additional developments highlighted by this year’s report include:

Inquiries for Indian Ocean Island destinations like Seychelles and Mauritius grew by 71 percent, from 4.4 percent to 7.5 percent.Travelers are spending more on safari with an increase from 36 percent to 59 percent for medium-high budgets.The number of solo travelers interested in safari has increased slightly by 1 percent while couples continue to be the most dominant group with 44.58 percent of bookings.

Shifting Safari Hot Spots

While the percentage of traveler inquiries for South Africa decreased slightly year-over-year, now representing 23 percent of bookings, it remains the most popular safari destination, according to Go2Africa.Traveler inquiries for Tanzania, meanwhile, increased slightly, by 0.6 percent, reaching 19 percent. Eternally popular Kenya accounted for 18 percent of bookings, according to Go2Africa.

These three most popular locations accounted for 60 percent of the total interest, a figure that remains unchanged from last year.There are however, a few regions that are making notable inroads among safari travelers. Interest in Indian Ocean Island destinations like Seychelles and Mauritius grew by 71 percent year-over-year, from 4.4 percent to 7.5 percent.

What’s more, travel to Madagascar and Malawi more than doubled from 2023 to 2024. This development is likely a result of tourism to Madagascar being boosted with new airlines and flight routes that now serve the island.Still, Liesel Van Zyl, Go2Africa product manager and head of positive impact, says travelers appear to be moving beyond “traditional safari routes.” In tandem with this development, safari travelers are also seeking more hands-on experiences that make a difference.

“Instead of just observing, guests want to be part of the conservation effort—places like Usangu and Green Safaris offer immersive activities that allow them to contribute directly,” says Van Zyl.There’s also a shift away from classic itineraries like Kruger and Victoria Falls, with more interest in hidden gems such as Zambia’s Kafue, Ruaha’s Usangu, Seychelles’ Platte Island, Zimbabwe’s Matusadona, and the pristine waters of Lake Malawi, says Van Zyl.

The Safari Travel Season Is Getting Longer

Safari travel peaks from June to October, with July consistently the most popular month, driven largely by the Great Migration and prime wildlife viewing conditions.Interest in April and May is also growing thanks to fewer crowds and the potential for better rates.

Increased Safari Budgets

This year’s report showed a continued shift from medium budgets to medium-high budgets for safari travel. For 2023, the average budget sat in between $5,500 to $6,500, while 2024’s average budget was between $5,500 to $7,500, reflecting a combination of an increase in desire for premium experiences, longer trips and an increase in the cost of safari travel. Year-over-year medium budgets decreased from 53 percent to 39 percent, while medium-high budgets increased from 36 percent to 59 percent.

Couples Remain Top Safari-Goers

The distribution of safari traveler types has remained relatively stable year over year, according to Go2Africa.Traveling with a partner continues to be the most popular choice, accounting for 45 percent of those on safari. Solo travel, however, has seen a slight increase, rising from 12 percent to 13 percent.

Families are also increasingly turning to safaris for a vacation.

”There’s been a noticeable increase in families choosing safaris as their ideal holiday,” said Maija De Rijk-Uys Go2Africa Managing Director. “More lodges and experiences are catering to children and multi-generational travel, making it an incredibly rewarding experience for families looking to connect with nature together.”

Source : TravelPulse by Northstar

Travel payment specialist, Outpacye from Amadeus, surveyed 4,500 travellers across five markets and found a growing demand for improved payment security, as two-thirds of travellers are concerned about payment fraud being on the rise.

The study made clear the increasing importance travellers place on secure payments, highlighting it as a key factor for influencing purchasing decisions, with over 70% of travellers stating that they would choose a travel company based on its strong reputation for secure commerce.

A study by Juniper Research, a research, forecasting, and consultancy agency, found that 46% of all payment fraud Is targeted at the airline industry. This presents a serious challenge for travel companies to prevent security problems without introducing additional obstacles to the payment experience, which can also dissuade travellers from purchasing from a company if it is not efficient.

Jean-Christopher Lacour, senior vice president and global head of product and deliver for Outpayce, said: “It’s clear from this research that there is an issue with the perception of security, which is making it harder to deliver smooth one-click payments. Widely publicised data breaches have reduced consumer confidence, and the industry needs to take proactive measures to rebuild trust.”

One alternative that has emerged is tokenisation, which is when sensitive payment card data is replaced with a secure token as a preventative measure to reduce risk exposure of merchants by ensure the travel companies do not need to store individual traveler financial details.

Strong customer authentication (SCA) requirements, like two-factor authentication (2FA) has also been incorporated for most travel purchases initiated in Europe, usually involving biometrics or a one-time passcode.

Still, the new initiatives have not presented viable solutions yet, with two of three participants claiming that travel companies declined legitimate purchases, even when there were funds, continuing to struggle to accurately identify fraudulent payments.

Overall, the research suggests that even with new measures in place to prevent fraud, the travel industry has yet to find an effective way to deal with the emerging issues.

Source : Aviation Business News

Midsize companies getting more serious about managing travel has been one vector for the increase in travel management outsourcing. Another is the fact that the job itself is evolving and requires more specialized skills.

Outsourced travel management—roles where the person doing the work is not employed directly by the company they are working for—is on the increase. “The number of [outsourced] engagements we have has almost doubled since 2019,” says Sara Andell, director, consulting strategy for American Express Global Business Travel, generally considered the largest provider of outsourced travel managers. “Outsourcing is now the biggest part of Amex GBT consulting by both headcount and revenue. We have just shy of 100 individuals working for 70 clients.”

Lynne Griffiths, CEO of corporate travel recruitment specialist Sirius Talent Solutions, who places plenty of insourced travel managers too, agrees. “There has been a lot more outsourcing in the last 12-18 months,” she says.

One explanation identified by Andell is medium-sized companies beginning to manage their travel activities more systematically. “They are appreciating travel is complex,” she says. “It’s ‘I need that travel manager role but I don’t need a full-time person and where am I going to find the expertise within my business?”

Larger companies which do have full-time travel managers also find travel increasingly complicated, according to Louise Kilgannon, head of outsourcing for Festive Road, another major outsourcing provider. “Travel managers are doers but they can’t be experts in everything,” she says, pointing to sustainability legislation and technology as fields of knowledge where additional help might be needed.

In addition to these strategic tasks, there are also more outsourced operational and technical roles. Examples cited by Andell include managing the inbox of communications from travelers, creating traveler awareness campaigns and administering online booking tools or payment card reconciliation.

Business Travel News’ Salary & Job Satisfaction Report showed a clear trend that travel management strategy is focusing more on technology and data solutions than ever before, with the intent of optimizing programs and driving innovation.

Forty-six percent of SME travel managers said they were more focused in the last 12 months on corporate travel technology and booking tools, while 44 percent said they were more focused on travel program innovation than they had been 12 months ago. Forty-two percent said they were analyzing more data.

BTN’s survey did not inquire about how heavily these programs are leaning on outsourced resources to support such initiatives, but outsourcing providers told BTN the changing focus is having an impact.

In the past, Kilgannon said, travel managers received internal support from departments as IT and corporate communications, but “all of a sudden some of these roles are sitting within the travel program so the regular talent pool where you have to find people has to expand. Six or seven years ago, outsourcing was ‘I need three regional travel managers.’ We still have a bit of that but there’s definitely a shift.”

 

Part of the Team? Well… Almost

There is a clear overlap between these specialized outsourced tasks and regular consulting services provided by the likes of Amex GBT Consulting and Festive Road, but they are not the same.

“The difference with being a consultant is that as an outsourced travel manager I was empowered to make decisions on the company’s behalf,” says one veteran whose career has included both insourced and outsourced travel management and independent consulting roles. “Consultants bring ideas to a client, which makes the decision.”

Length of service is not the determining factor. “I worked for a bank for eight years but that was as a consultant: It was a continuous succession of projects and I didn’t make decisions,” the same travel manager says.Another crucial determinant is the extent to which the individual is treated and also perceived as part of the company to which they are assigned. “Typically that individual works in the client’s host system,” says Andell. “They will have a client laptop and perform tasks on the client’s behalf in the system.”Kilgannon adds: “With an outsourcing engagement the individual becomes part of the travel team. They are really integrated and are presented to internal stakeholders and suppliers as a team member.” Typically, the outsourced travel manager will have an internal e-mail address at the client company.

If an outsourced travel manager acts and looks so much like an insourced one, one might wonder why companies don’t simply insource instead? The key reason is flexbility, and not just because of the opportunity to create a role that is not full-time. After all, it is perfectly possible to insource permanent but part-time staff.

Instead, says the veteran travel manager of his outsourcing days, employers could “flex the work up or down; or, if they suddenly decided they were going to restructure or sell the company, they didn’t have to worry about redundancy [or, severance] costs for me. It was a good way to have the expertise without having the headcount.”

There is also more flexibility in matching personnel to the changing needs of the travel program. “The client can scale,” says Andell. “We might come in to do one piece of work and then it will develop into something else, or functionally you might want a completely different resource at different times. At the end of the contract term, that individual will come back to us and play a different role, or it can be extended by the client. It has a lot of advantages against a long-term employment contract.”

Weighed against these advantages, Kilgannon counsels that “there are some barriers in an outsourced role. We tell our clients to think really carefully about this. Your access to internal stakeholders can be slightly limited. Access to internal data where there are external regulatory bodies can also be ring-fenced from an externally outsourced team.”

Likewise, there are a mixture of pros and cons for travel managers who opt for outsourced roles. One who has enjoyed the work very much is Esther van der Aa, especially for the variety it offers. “Being outsourced provides fresh challenges,” she says. “I learn a lot from different companies and their different travel programs. It brings me extra expertise from which my clients can benefit.”

Van der Aa also finds that outsourced travel managers are more respected. “That has constantly been my experience,” she says. “When I was in-house I had more trouble standing in front of the board and persuading them to follow my direction.”

Conversely, however, van der Aa finds outsourced travel managers can be treated less favorably by rank-and-file employees, who sometimes level accusations of “double-hatting”: serving two masters. “They imply that you are playing for multiple teams and not 100 percent committed to the company,” she says.

Support or Threat?

Another constituency that might regard outsourced travel management with suspicion is insourced travel managers. Are the outsourcers coming for their jobs?

Kilgannon and Andell both refute this suggestion emphatically and both also say that in the vast majority of cases the people commissioning outsourced travel managers are insourced travel managers themselves seeking additional support for their team.

“It’s not to say we can’t do the global travel management role,” says Andell, “but a lot more are regional or doing particular specialist functions. The idea we are coming for your job… I would rather flip it and say how can we help you be really successful at your role by giving you people who are specialists? I can see a really strong case for having an in-house manager. It’s a stakeholder role, ultimately, where you are having to talk to finance, HR and budget-holders. Often that could be better executed by someone in-house.”

Recruitment specialist Griffiths agrees that outsourced travel managers are not taking insourced travel managers’ jobs. Instead, she says, “we used to see lots of travel management company account managers being poached for travel manager roles and now we’re not seeing so much of that.”

One senior travel manager who regularly makes use of both specialized and operational outsourced travel managers is Mia Andersson, head of global travel management for Scania. She is confident insourced senior travel managers’ roles are safe.

“You can outsource the whole program but you still need someone internally to be the quality checker and make sure the delivery is according to the contract,” Andersson says. “Having a general procurement person who somewhat knows travel to do that wouldn’t be good. You need a senior person knowledgeable about the category.”

Source : Business Travel News by Northstar

Kenya is ramping up efforts to attract more German tourists by forging strategic partnerships and showcasing its diverse tourism offerings at the 2025 ITB Berlin Expo.

With over 80,000 German visitors in 2024, Kenya aims to significantly boost these numbers by focusing on adventure tourism, cultural heritage, and seamless travel experiences.

“The ITB Berlin is a critical platform for Kenya to highlight its unique attractions and build partnerships that drive tourism growth. Germany is a key market for us, and we are committed to making Kenya a top destination for German travellers.” said Francis Gichaba, Chairman of the Kenya Tourism Board (KTB).

Kenya’s Ambassador to Germany, Stella Mokaya Orina, stressed the importance of cultural diplomacy and collaboration with German stakeholders.

“We’ve been engaging with chambers of commerce, participating in expos, and promoting Kenya’s investment and tourism potential across Germany. These efforts are already yielding results, as seen in the 12.4% increase in German arrivals last year,” she stated.

To enhance accessibility, Kenya introduced the Electronic Travel Authorization (ETA), simplifying entry for tourists. However, Ambassador Mokaya noted challenges faced by older German travellers.

“We are discussing ways to make the ETA process more user-friendly, including the possibility of allowing applications at the airport,” she revealed.

Kenya’s reputation as the “land of champions” is also a significant draw, particularly for sports enthusiasts.

“Many Germans are eager to visit Kenya to train alongside our elite athletes and experience our world-class running culture,” said Ambassador Mokaya.

The Kenyan diaspora in Germany, estimated at 22,000 to 25,000, plays a key role in promoting the country.

“Our diaspora are excellent ambassadors, marketing Kenyan products and encouraging visits to their homeland,” she added.

Strategic partnerships with German airlines, such as Condor’s direct flights to Mombasa, have already boosted tourist numbers.

“These collaborations are essential to achieving our goal of three million international arrivals by the end of 2025,” said John Ololtua, Principal Secretary for Tourism.

As Kenya continues to showcase its diverse landscapes, rich culture, and adventure opportunities at ITB Berlin, stakeholders remain optimistic about attracting more German tourists.

Source : Citizen Digital

On 31st January 2025, EmpowHer initiative kickstarted the year with a Personal Branding Summit at the Pride Centre in Nairobi, under the theme ‘Values-Driven Branding: Be True, Be You.’ The event focused on empowering KQ women to build strong, authentic personal brands aligned with their values.

The summit featured a keynote session on ‘Aligning Values with Your Brand,’ emphasising clarity, consistency, and visibility as key pillars in shaping a professional identity. A panel discussion on brand resilience and adaptability explored how agility and strategic positioning are crucial for long-term success in a dynamic world.

Commenting on this initiative, our Chief Strategy and Innovation Officer, Hellen Mwariri, who also serves as the EmpowHer Patron, reiterated the initiative’s commitment to supporting women in taking control of their narratives and amplifying their influence within the workplace and beyond.

This summit marked a significant step in our commitment to the growth and development of KQ women, providing them with insights and a clear roadmap for building strong, bold, and future-ready personal brands.

Source : KQ Jetsetter

Women play a pivotal role in the travel industry, making up 54% of the global tourism workforce, according to UN Tourism.

However, women are underrepresented in leadership—only 15.6% of B2B travel tech leaders are female, as highlighted in new research by Belvera Partners, a travel tech communications agency.

With International Women’s Day 2025 focusing on the theme “For ALL Women and Girls: Rights. Equality. Empowerment.”, female leaders in travel tech are calling for flexibility, increased funding, and greater visibility of role models to foster gender diversity at the executive level.

Breaking Barriers: The Gender Funding Gap

Despite their contributions, women face systemic barriers to leadership, particularly when seeking investment. Sally Bunnell, CEO of NaviSavi, highlights that female-founded startups receive just 2% of global funding, and even less in the travel sector.

“Most investments go to large, established companies, making it difficult for female entrepreneurs to secure capital in the early stages,” Bunnell explains. She suggests creating a hospitality fund dedicated to supporting women-led startups, a move that aligns with UN Women’s advocacy for greater economic empowerment.

Workplace Flexibility: A Game Changer for Women

Many travel tech firms are embracing flexible work policies to accommodate women’s career progression.

Brianna MacNeil, AI Product Manager at TravelAI, notes that her company’s remote-first approach enables employees to balance responsibilities such as motherhood and caregiving without sacrificing career growth.

Similarly, Stay22, a travel affiliate marketing platform, fosters gender inclusion with unlimited sick and personal days, hybrid work options, and participation in initiatives like Women Who Code and Girls in Tech.

Though its executive team remains male-dominated, 55% of department heads are women. Laura Di Costanzo, Head of Product, stresses the importance of strong female role models to inspire future leaders. “Diversity is more than representation—it enhances decision-making and innovation,” she adds.

Travel Tech’s Push for Gender Equity

Some travel tech companies have already made significant strides toward gender parity. Civitatis, a global tour marketplace, has a leadership team evenly split between men and women, while 60% of its workforce is female.

The company actively implements a Plan for Equal Opportunity for Women and Men, recognizing that “talent has no gender, but opportunities must be accessible to all,” says Verónica de Íscar, Chief B2B Sales Officer.

GoNexus Group takes a similar approach, with 40% female employees and 41% women in management positions. VP of Business Strategy, Luisa Oyarzabal, emphasizes that progress comes from creating equal opportunities for future generations and fostering an inclusive environment.

Economic Impact: Why More Women in Leadership Matters

Beyond equality, increasing female leadership is an economic imperative. Women drive 70% of global travel purchases, especially in family travel planning. Ayşe Yaşar, VP of Sales at Bedsopia, questions how companies can understand this market if their leadership teams lack female representation.

HolidayPirates Group, a travel search platform operating in 10 countries, ensures equal gender representation at the executive level, with 62% of its workforce being women. Vivien Schwarz-Elbelzai, Chief People Officer, credits their flexible workplace culture for successfully attracting and retaining female talent.

“Every role in every department is adaptable, ensuring career progression for working mothers,” she explains.

The Path Forward

Governments and international organizations, including UN Women and UN Tourism, continue advocating for gender balance in the travel industry.

OECD reports confirm that companies with diverse leadership teams achieve higher profitability, improved innovation, and stronger consumer engagement.

With flexible policies, increased funding, and visible role models, the travel tech sector can break barriers and empower more women to lead, ensuring a more inclusive and dynamic future.

Source : Travel and Tour World