The International Air Transport Association (IATA) has launched a trial run of its Billing and Settlement Plan (BSP) in Somalia, with a full rollout expected by the end of May 2026.
This move aligns with Somalia’s efforts to strengthen its aviation industry and improve international connectivity. Rising demand for air travel, driven by the global diaspora and expanding trade ties across Africa and the Middle East, has made improvements to financial and operational systems increasingly important.
The pilot program includes four travel agents and several airlines operating in Somalia, including Ethiopian Airlines. In May 2026, the BSP is expected to be open to all airlines and to over 300 travel agents in the country.
The BSP is a global system that streamlines financial transactions between airlines and IATA-accredited travel agents. It centralizes ticket sales reporting and payments, helping airlines manage revenue more efficiently, improve cash flow, and maintain strong financial oversight in line with established standards and local regulations. In 2025 alone, the system processed more than 700 million transactions across more than 180 countries, totaling 242 billion US dollars.
Somalia’s Minister of Transport and Civil Aviation, Mohamed Farah Nuh, characterized the initiative as a significant advancement in the country’s aviation development.
“Somalia stands at a pivotal moment of transformation in its aviation sector. Growing connectivity regionally and globally underpins our ambition to revitalize the economy of Somalia and position Mogadishu as a transport hub on the Horn of Africa. Despite decades of adversity, the federal government has made commendable strides in rebuilding and modernizing every aspect of its civil aviation system. This extends to putting in place financial systems to support the growth of air transport, which the opening of the BSP will provide,” said Mohamed Farah Nuh.
Kamil Alawadhi, IATA’s Regional Vice President for Africa and the Middle East, commended Somalia’s efforts toward modernization.
“We commend the steps taken by the Somali government to modernize and rebuild its aviation infrastructure. The government recognizes the significant economic benefits that air travel can deliver, and we are pleased to support them on that journey. Accelerating the implementation of secure, effective, and cost-efficient financial services is a key pillar of IATA’s Focus Africa initiative,” said Kamil Alawadhi.
New international air passenger data from the International Air Transport Association (IATA) shows in numbers how sharply the U.S.-Israel war on Iran has impacted travel globally, showing that while global demand was up 2.1% from March, 2025, demand in the Middle East dropped 58.6%.
“Everybody’s watching what’s happening with jet fuel—both supply and pricing. On the supply side, over the next few months, we could see shortages in parts of the world with high dependence on supplies from the Gulf, especially Asia and Europe,” said IATA’s Director General, Willie Walsh. “And the extraordinarily high cost of jet fuel is increasingly being reflected in ticket prices.
“While this has not impacted March traffic or forward bookings to date, it remains to be seen at what point high prices could start to shift passenger behavior,” Walsh continued. “So far, the summer is shaping up to be a normally busy time for travel. That’s positive news, but airline resilience is being tested, and stabilizing the supply and price of fuel is crucial. In the meantime, regulators need to be prepared to grant airlines some flexibility on slots, considering the extraordinary circumstances of airspace capacity restrictions and potential fuel rationing.”
Global Metrics Show Uneven Growth
While revenue passenger kilometers (RPKs), which measure total air travel demand, were up 2.1%, total capacity decreased 1.7% due to the war. International travel demand fell 0.6%, with capacity down 6.2% from last March.
Airlines in the Middle East experienced a 60.8% drop in international air travel in March.
Global domestic demand fared well in March, increasing 6.5% year-over-year, with capacity up 5.6%.
Regional Stats
Regionally, growth is uneven. While passenger demand plummeted in the Middle East by nearly 60% due to the war, airlines in Africa saw a 20.6% increase in demand.
The Asia Pacific region saw an 11.5% growth; Europe saw a 7.5% growth; Latin America and the Caribbean experienced an 8.4% growth; and North America experienced a moderate 2.3% growth.
While global international travel demand fell for the first time since March 2021, regionally, most parts of the globe saw international travel demand rise.
Asia-Pacific airlines saw an 11.5% increase in demand from March 2025; European airlines celebrated a 7.7% increase; North American airlines saw a 3.7% increase; Latin American airlines welcomed a 12.1% increase; and African airlines celebrated a 19.2% increase in demand.
Domestic Travel Grows as War Creates Global Instability
In March, domestic travel demand finally outpaced international demand globally, increasing 6.5% year-over-year.
Domestic travel in Australia increased 8.8%; demand in China grew 13.7%; demand in Brazil increased 10.8%; and in the United States, it increased a moderate 1.4%.
When Karanja Ndegwa, CEO of Jambojet, described strategy as “the art of war,” it felt less like a travel Industry meeting and more like a pre-match briefing. Minus the whistle, but with just as much at stake. In an industry defined by rising fuel costs, shifting fares, and constant disruption, the comparison lands a little too well.
Karanja Ndegwa, Jambojet CEO (left) and Nicanor Sabula, KATA CEO (right) during a meeting at Jambojet Offices Planning ahead of 2026 KATA AGM & Convention
And just like football, everyone has an opinion. It’s one thing to support Arsenal F.C when the passes are crisp, and the goals are flowing. It’s another when the season begins to ask harder questions. The travel industry, much like the league table, has a way of humbling even the most optimistic players.
An Industry Built on Movementand Constant Disruption
“Air travel is part and parcel of the economy,” noted Nicanor Sabula, CEO of the Kenya Association of Travel Agents (KATA), grounding the conversation in a simple but powerful truth. Travel does not just support economies, it mirrors them. When business slows, travel softens. When confidence rises, so do bookings.
Yet, if 2025 was anything to go by, that rhythm is anything but predictable.
For Jambojet, it was a year of strong performance, posting over 11% profit growth, a signal that low-cost travel in the region is not just viable, but thriving when conditions are right. Increased passenger numbers, route optimization, and a growing appetite for affordable domestic travel all played their part.
But the industry rarely allows a victory lap.
Barely months later, sudden fuel hikes forced a shift in strategy. Cost structures tightened. Decisions had to be made quickly. And once again, the industry returned to a familiar position. Adapting in real time.
It’s a pattern the travel Industry knows all too well. Progress followed by pressure.
“The Journey: Build to Last”
The 2026 KATA AGM & Convention’s theme feels less like a slogan and more like a quiet warning.
Build to last.
Not just to recover. Not just to grow. But to endure.
Because, as Karanja put it, this is fundamentally a crisis-led industry. External shocks are not rare disruptions; they are recurring features. Fuel volatility, currency fluctuations, global uncertainties, shifting demand patterns; each one capable of reshaping the landscape overnight.
So the question is no longer how to avoid disruption. It is how to design businesses that can absorb it.
Agility: The Industry’s New Currency
If there was one concept that anchored the discussion, it was agility. Not as a buzzword, but as a daily operational necessity.
For Jambojet, sustainability begins with a very direct question: Are we economically viable enough to still be here tomorrow?
It’s a refreshingly pragmatic take.
Before long-term sustainability goals, before industry-wide commitments, comes survival. And survival depends on the ability to move quickly; adjust routes, manage capacity, control costs, and respond to shifting demand without losing momentum.
Agility, in this sense, is not about speed alone. It is about precision under pressure.
And perhaps that’s where the “art of war” analogy begins to make sense. Strategy is no longer a fixed plan. It is a continuous process of recalibration.
Leadership Under Pressure and the Digital Shift
Beneath the headline conversations lies a deeper transformation, one that speaks to how the industry is being led.
Leadership today is less about long-term certainty and more about navigating constant ambiguity. Decisions are being made faster, often with incomplete information, and with higher stakes.
At the same time, digital transformation is quietly redefining how travel businesses operate. From booking systems to customer engagement, from data-driven pricing to operational efficiency, technology is no longer a support function; it is central to survival.
For travel agents, this shift is particularly significant. The traditional role is evolving into something more dynamic: part advisor, part technologist, part strategist. Those who can adapt will not only remain relevant, but essential.
Partnerships That Actually Work
One of the more practical takeaways from the discussions is the growing importance of partnerships that deliver real value, not just symbolic alignment.
In that context, Jambojet’s presence at the AGM is more than ceremonial.
As a platinum sponsor, the airline represents a model of how collaboration between carriers and travel agents can strengthen the entire ecosystem. By focusing on accessibility, affordability, and reliable connectivity, Jambojet continues to create opportunities for agents to expand their offerings and reach new segments of travellers.
It’s not just about filling seats. It’s about enabling movement.
And in a region where connectivity can directly influence economic participation, that role carries weight.
From Conversation to Action
What makes the KATA AGM & Convention 2026, set to take place from 4–6 June 2026 at PrideInn Paradise Beach Resort & Spa, particularly relevant is not just the discussions themselves, but what they represent.
This is where industry realities are acknowledged openly, where challenges are not dressed up, but dissected. Where strategies are tested against lived experience. And where ideas begin to take shape beyond theory.
The conversations around leadership, agility, sustainability, and digital transformation are not isolated themes. They are interconnected responses to a single reality: the industry must evolve continuously.
Football, Forums, and the Future
Of course, no serious conversation in this part of the world is complete without a little football banter. And somewhere between strategy talk and sustainability frameworks, the comparisons slipped in again.
Because in many ways, the travel industry is like football.
There are seasons of dominance and moments of doubt. Some strategies look brilliant on paper and fall apart under pressure. And there is always that unpredictable element that keeps everyone on edge.
The KATA AGM might just be the industry’s version of match-day analysis, where everyone gathers to debate, reflect, and prepare for what’s next.
The difference is that here, the stakes go far beyond winning. They are about survival, growth, and staying in the game.
As for Arsenal… well, only time will tell.
But for the travel industry, one thing is already clear: this is a journey defined not by smooth flights, but by how well we navigate turbulence and whether we are truly building to last.
The Government of Ghana has officially approved a landmark electronic visa (e-visa) policy, signaling a major overhaul of its migration system. The move, designed to position the West African nation as a premier hub for investment and international travel, will replace traditional in-person application processes with a streamlined digital platform beginning in May 2026.
The “revolutionary” system aims to eliminate the administrative hurdles that have historically slowed entry for business travelers and tourists, allowing applicants to secure travel authorization entirely online without visiting embassies or consulates.
A Gateway for Africa
A central pillar of the new policy is the introduction of a fee-free visa regime for all African travelers. Set to launch on May 25 to coincide with Africa Day, the initiative fulfills a long-standing pledge to promote Pan-African mobility. While African Union passport holders will still undergo a digital vetting process, the previous $150 fee for visas-on-arrival will be waived.
Government officials state that the move is inspired by the vision of deeper continental integration and aligns with the African Continental Free Trade Area (AfCFTA) framework. Ghana joins a growing list of nations—including Rwanda, Seychelles, and The Gambia—in offering high levels of accessibility to fellow Africans.
Enhanced Security Through Technology
Despite the shift toward openness, authorities emphasized that national security remains a top priority. The e-visa platform is not merely a payment portal but a sophisticated security tool integrated with:
API-PNR Systems: Advanced Passenger Information and Passenger Name Record systems will allow for real-time tracking of travelers.
International Databases: The platform will be linked to global security databases to conduct robust background checks before arrival.
Vetting Protocols: Consular officers will retain the ability to verify information and vet applicants digitally, ensuring that the “open door” policy does not compromise border integrity.
Economic and Tourism Outlook
The digital transition is expected to provide a significant boost to the “Beyond the Return” initiative, Ghana’s long-term strategy to attract the global African diaspora. By shortening processing times and offering preferential conditions to the diaspora, the government hopes to see a surge in high-value tourism and cultural exchange.
Aviation and hospitality sectors are already preparing for increased demand. Industry analysts suggest that the e-visa rollout, combined with “gratis” access for Africans, will likely lead to higher hotel occupancy rates and an increase in direct flights to Kotoka International Airport.
Reciprocity and Global Reach
While the policy offers specific benefits to African nations, the e-visa system will be available to travelers worldwide. Officials have indicated that a principle of reciprocity will apply to visa fees for non-African nations, with costs adjusted based on the treatment of Ghanaian nationals in those respective countries.
With Cabinet approval now secured, the Ghana Immigration Service and the Ministry of Foreign Affairs are in the final stages of technical implementation. As of late May, Ghana is poised to set a new “golden record” for travel accessibility in West Africa, transforming how the world connects with the “Black Star” of the continent.
A global shift in tourism policy is transforming how the travel industry approaches accessibility, moving beyond basic compliance toward a comprehensive model of “inclusive tourism.” New government mandates and industry-wide structural changes are increasingly ensuring that travelers with disabilities have access to the same experiences as their non-disabled counterparts.
According to recent industry data, the “Purple Pound”—a term referring to the spending power of disabled households—is becoming a critical economic driver. In response, international tourism boards and private operators are overhauling infrastructure to meet the needs of a demographic that has historically been underserved.
Governments worldwide are beginning to treat accessible tourism not as a niche requirement, but as a fundamental right. New legislative frameworks are being introduced to mandate “Universal Design” in public spaces, transport hubs, and hospitality venues. This approach ensures that environments are inherently accessible to all people, regardless of age, size, or ability, without the need for specialized adaptation.
From the implementation of tactile paving and audio-described museum tours to the mandatory installation of level-access boarding on public transit, these policies are bridging the gap between intention and reality.
The industry is moving away from the “accessible-on-request” model toward “Total Accessibility.” Key developments in this sector include:
Accessible Tour Operators: A new wave of travel firms is specializing in end-to-end accessible itineraries, vetting every hotel, restaurant, and transport link for barriers before a guest arrives.
Digital Transparency: Travel platforms are under increasing pressure to provide granular data on accessibility, such as door widths, bathroom grab-bar locations, and the availability of quiet spaces for neurodivergent travelers.
Infrastructure Integration: Major airlines and rail networks are investing in “seamless” transit technology, reducing the physical strain and logistical complexity often associated with traveling with mobility aids.
Practical Planning and Industry Evolution
As inclusive tourism becomes a reality, the focus is shifting toward “practical empowerment.” Industry experts note that the most successful destinations are those providing clear, reliable information that allows travelers to plan with confidence. This includes “sensory maps” for those with cognitive disabilities and detailed topographical guides for wheelchair users.
The evolution of the sector is also being driven by a change in perception. Rather than viewing accessibility as a “cost,” many leading tourism hubs now view it as a “competitive advantage.” Destinations that invest in inclusive infrastructure are seeing higher rates of return visits and longer stays from a demographic that values reliability and safety above all else.
While significant hurdles remain—particularly in the standardization of accessibility ratings across different countries—the trajectory of the global travel market is clear. As official government policies continue to align with practical planning tools, inclusive tourism is no longer a future goal but a present-day reality, reshaping the world’s most popular destinations into spaces that are truly open to everyone.
Booking late is usually more expensive because cheaper fare buckets sell out early, leaving only higher-priced seats available. However, prices can sometimes drop if demand is low and airlines need to fill space. It’s a dynamic system where timing and flexibility matter.
If you’ve ever searched for a flight a few days before departure and rather baulked at the price, you’re not imagining it. Last-minute tickets are often significantly more expensive than those booked weeks or months beforehand.
But it’s not just airlines trying their luck with higher prices (although it might feel like it). There’s a fairly structured system behind it.
How do airlines price last-minute seats?
Due to dynamic pricing, airlines don’t set a single fixed price for a flight. Instead, each aircraft is divided into “fare buckets,” which are basically tiers of seats sold at different prices.
The cheapest seats are released first, often months in advance, and they gradually sell out as demand builds.
As the departure date gets closer, those lower-priced buckets disappear. What’s left tends to be higher-fare inventory. So by the time you’re booking last minute, you’re not seeing a “penalty price” as such – you’re seeing what’s actually still available.
It’s a system designed around yield management, where airlines try to maximise revenue across every seat.
According to the International Air Transport Association (IATA), Global passenger load factor reached a record high of 83.6% in 2025. But even in strong years, roughly 16-17% of seats are empty on average globally, costing airlines big money. It can also be a factor in whether a route lives or dies.
Essentially, a half-empty plane is a loss, but a fully booked plane with well-distributed fares is ideal. Last-minute pricing reflects the assumption that remaining seats are more valuable because supply is limited and urgency is higher.
Why late bookings are often business-driven
Another major factor is who is booking late. A large percentage of last-minute passengers are business travellers, emergency flyers, or people with inflexible schedules. These passengers are less worried about the price because they’re travelling out of necessity rather than choice.
Airlines know this. So as departure approaches, pricing models increasingly reflect demand from this group. Leisure travellers, who tend to book early to get the cheaper fares, are largely out of the equation by that point.
In short, it’s not just scarcity of seats driving prices up, but also the type of demand left in the system.
When last-minute flights don’t cost a fortune
Despite the general rule, there are plenty of exceptions. If a flight isn’t selling well, airlines may, in fact, drop prices close to departure to fill empty seats. It’s not ideal for them, but a discounted seat is still better than an empty one.
This is most common on less popular routes, off-peak travel days, or during periods of lower demand. Examples might be midweek flights or routes between secondary airports.
There’s also the occasional “flash” situation where prices dip briefly because of system updates or competition between airlines reacting to each other in real time.
Low-cost airlines can also behave differently. While they still use dynamic pricing, their models sometimes lead to sudden price drops if loads are low. It’s unpredictable, but not unheard of.
Timing, flexibility and luck
Ultimately, last-minute pricing is less about a single rule and more about probability. If demand is high, prices rise. If demand is less, prices can fall even at the eleventh hour. AI pricing is also being added to the mix.
Flexibility is the biggest factor travellers can control. Being open to different airports, departure times, or even shifting travel by a day or two can dramatically change what’s available.
The frustrating part is that there’s no perfect formula. Two flights on the same route can be completely different depending on bookings, seasonality and airline strategy.
So while last-minute flights are usually expensive, they’re not always the worst deal. Passengers just have to be willing to navigate a system that’s constantly moving. And sometimes that’s simply down to luck rather than judgement.
Structural changes in the global travel market are set to significantly increase the value of travel agents over the next decade. Industry analysts and independent firms are reporting a decisive shift toward service-led, high-value bookings as demographic changes create a new “golden era” for human expertise in holiday planning.
The primary driver of this shift is the rapid growth of the “empty nester” and retiree demographic. As this segment of the population increases, the market is seeing a surge in travelers who possess both the disposable income and the time to pursue complex, long-haul, and experience-led trips.
The Rise of “High-Value” Travel
While the digital revolution once threatened to make travel agents obsolete, the complexity of modern travel has reversed the trend. Industry data suggests that while traditional beach holidays remain popular, there is a growing demand for:
Touring and Cruises: Sectors that often require intricate logistics and professional coordination.
Immersive Experiences: A move away from “transactional” sun-and-sea holidays toward learning-based and discovery-led travel.
Tailored Itineraries: High-net-worth travelers are increasingly seeking “experience-led” travel that cannot be easily replicated by automated online booking algorithms.
Expertise Over Algorithms
The role of the travel agent is evolving from a mere booking clerk to a “consultant” or “curator.” As travelers prioritize reliability and personalization, the human element of the industry has become a premium service.
Independent agencies are responding by pivoting their business models. Many are moving away from traditional transactional websites in favor of “online showrooms”—digital spaces designed to inspire customers to engage directly with human experts rather than booking through a screen.
Commercial Sustainability
This shift is also forcing a strategic review of how travel businesses operate. Agencies are becoming more commercially aware, moving toward “smarter” working models that focus on quality over quantity. By bringing clients back into physical or highly personalized virtual shop environments, agencies can deliver the depth of service required for complex, high-ticket itineraries.
Partnerships with premium suppliers—including boutique hotels and specialist tour operators—are becoming more critical as agencies align themselves with brands that can guarantee the consistent quality and “immersive” experiences that the modern demographic demands.
As the industry looks toward the late 2020s, the consensus among independent leaders is clear: in an increasingly automated world, the personal expertise of an agent is not just a relic of the past, but a growing commercial asset for the future.
The global travel industry is entering a new phase in 2026, shifting from traditional sustainability to a more ambitious model known as regenerative tourism. According to Condé Nast Traveler, the focus is no longer limited to reducing environmental harm but extends to actively improving destinations. This includes restoring ecosystems, preserving cultural heritage, and ensuring that tourism leaves a positive, lasting impact on both the environment and local communities.
Rewilding and Conservation Efforts A major trend shaping the industry is the integration of conservation into travel experiences. Tourism is increasingly being used to fund rewilding projects, protect endangered species, and restore fragile ecosystems such as forests and coral reefs. Travelers are not just observers but contributors, as their spending helps sustain environmental initiatives that might otherwise lack funding.
Empowering Local Communities There is a growing emphasis on making tourism more inclusive and beneficial for local populations. Travel companies and destinations are investing in community development through job creation, skills training, and support for small and locally owned businesses. At the same time, travelers are seeking more meaningful and authentic cultural interactions, choosing experiences that reflect the identity and traditions of the places they visit.
Managing Overtourism To combat the negative effects of overcrowding, many destinations are promoting alternative travel patterns. Encouraging off-season visits and highlighting lesser-known attractions helps reduce pressure on heavily visited areas. This strategy not only protects popular sites but also spreads tourism revenue more evenly, creating opportunities for regions that have historically been overlooked.
Incentivizing Responsible Travel Sustainability is becoming a shared responsibility between travelers and the industry. New initiatives are being introduced to reward eco-conscious choices, such as reducing waste, conserving energy, or opting for low-carbon transportation. These incentives, which may include discounts or exclusive experiences, are designed to encourage travelers to make more responsible decisions throughout their journeys.
Rise of Nature-Based Experiences Nature-focused travel is seeing significant growth as more people look to reconnect with the environment. Experiences such as long-distance hiking trails, eco-lodges, and farm stays are becoming increasingly popular. These activities not only promote personal well-being but also support rural economies and encourage the preservation of natural landscapes.
The Growth of Slow Travel The “slow travel” movement continues to gain traction, with travelers choosing to spend more time in fewer destinations. By prioritizing longer stays and slower modes of transport, such as trains, tourists can reduce their environmental footprint while enjoying deeper cultural immersion and more meaningful experiences.
A Defining Year for Travel As these trends continue to develop, 2026 is shaping up to be a pivotal year for the global tourism industry. Sustainability is no longer a niche concept but a core expectation. The shift toward regenerative tourism signals a future where travel not only minimizes harm but actively contributes to the well-being of the planet and its people.
The past few months have certainly tested the resilience of global travel. Yet, amid the disruption and uncertainty, one truth has become increasingly clear: the value of a travel advisor has never been greater.
Recent events in the Middle East, which left many UK travellers stranded in the impacted areas and beyond, have reinforced the critical role travel agents play as trusted advisors in moments of crisis.
When geopolitical tensions escalated, the situation on the ground evolved rapidly. Airspace closures, last-minute cancellations, and shifting airline policies created a complex and often confusing landscape for travellers. At the same time, official guidance struggled to keep pace.
The UK government’s messaging lacked clarity, while Foreign Office advice was, at times, open to interpretation. For customers who wanted to know their options for getting home, the lack of direction created anxiety and uncertainty.
This is where outstanding travel advisors up and down the country stepped in.
Unlike automated booking platforms constrained by rigid scripts, experienced travel agents bring a combination of expertise, agility, and human empathy that can never be replicated by technology.
Creating solutions
As events unfolded, agents were on the frontline – monitoring developments, liaising with airlines and suppliers, and proactively reaching out to customers. They were not waiting for instructions; they were creating solutions.
In many cases, itineraries had to be completely re-engineered. Multi-leg journeys were rerouted through alternative hubs, seats were secured on extremely busy flights, and complex fare rules were navigated to minimise the financial impact on customers. These were not simple transactions – they required deep industry knowledge, strong supplier relationships, and an unwavering commitment to looking after the safety and well-being of customers.
Time and again, travel advisors have proved they are not just part of the customer journey – but essential to it
For travellers stranded thousands of miles from home, often with families in tow, the reassurance of speaking to a knowledgeable professional made an enormous difference. Agents worked around the clock to provide updates and explore options, offering a calm voice on the other end of the phone.
It’s necessary to recognise the emotional and practical impact on agents. While headlines focused on disrupted travel plans, behind the scenes, teams of dedicated professionals worked incredibly long hours under intense pressure. Their priority was to get customers home safely, often going way above and beyond what could reasonably be expected.
Suppliers are due thanks
Travel supplier partners also have a vital role during this period. Whether it’s securing last-minute availability, adapting policies, or working with Travel Agents’ teams to overcome complex challenges, their support allowed us to act in the very best interests of our customers.
In the absence of clear and consistent government direction, travellers were left trying to interpret evolving advice on their own.
For many, this highlighted a crucial gap – one that travel agents are uniquely positioned to fill. Our experts act not only as interpreters of complex information but as advocates who can translate uncertainty into actionable plans.
Looking ahead, the lessons are clear. Travel is inherently unpredictable, and global events will continue to shape the landscape in unforeseen ways. In this context, the role of the travel advisor is expanding and crucial.
Consumers are increasingly recognising the value of having an expert in their corner, someone who can provide clarity and confidence when it matters most.
Time and again, travel advisors have proved they are not just part of the customer journey – they are essential to it.
They are the bridge between uncertainty and reassurance, combining expertise with human empathy and action to ensure customers are supported every step of the way. It is clear that in these challenging times, added reassurance will be more valuable than ever.
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.
