When Charles Gikundi joined East African Airways on October 3, 1970, he walked into an aviation industry that connected three newly independent East African countries and extended far beyond them. The airline flew to destinations across Africa, Europe, the Middle East, and Asia, with Nairobi at the center of a network carrying the region’s ambitions.

Gikundi was young and fresh from school. He had come from the village to Nairobi to find work and found himself dealing with airline tickets at a time when travel agents worked with two essential references: the ABC timetable for flights and the APT for fares. “It was not simple for me, a village boy brought to town to work on tickets and matters of travel,” he recalled at the 2026 KATA AGM and Convention.

East African Airways was a substantial operation. By 1975, it employed about 4,700 people and operated 16 aircraft, while its network included cities such as London, Rome, Frankfurt, Bombay, Cairo and Zürich. Its fleet included Super VC-10s, Comets and Fokker Friendships, aircraft from an era when flying was still an event rather than the routine it would become.

The airline did not survive the decade. East African Airways ceased operations in 1977, leaving Kenya, Uganda and Tanzania to establish separate national carriers, with Kenya Airways emerging as Kenya’s flag carrier.

Gikundi had already moved to Air France. He remembers the period with a smile: “I learned about wine and finer things in life.” There, he continued to expand his knowledge of international travel and eventually decided to leave his employment and build a company of his own.

By then, Kenya’s travel market was growing. International visitor arrivals had risen from roughly 340,000 in 1970 to more than 800,000 by 1990, while Kenya Airways had established itself as the country’s new national carrier. The airline carried about 643,000 passengers in 1990; five years later, the figure was around 1.8 million.

That was the market into which Gikundi registered Charleston Travel in 1990. The company began operations the following year, at a time when Kenya was attracting more tourists, international businesses and business travelers, and the travel agency was becoming an increasingly important link between airlines and customers.

The early operation was a “one-man show”, as Gikundi describes it. Some companies were reluctant to trust a small operator, while financing the business required him to pledge personal assets as collateral for loans. “I was a lone operator,” he said. “Some companies could not trust me.”

Eventually, he changed the structure of the business. Gikundi brought in partners and sold shares to other directors, a decision he now regards as one of the most important he made. “It is the best decision I made,” he said. “When the partners came, we moved from 20 employees to 50, then 100, then 150,” Gikundi recalled. By 2013, about 90 percent of Charleston’s clients were corporate customers. The company had also established a MICE department and was looking at Tanzania, Rwanda, Uganda and Somalia.

In January 2013, Charleston partnered with FCM Travel Solutions and was rebranded as FCM Travel Solutions Kenya. At the time, the international FCM network covered more than 75 countries.

FCM Travel Solutions Kenya continued to build its corporate travel business, handling corporate travel alongside meetings, incentives, conferences, and exhibitions. Its regional plans included expansion into emerging markets in East Africa and beyond.

The travel desk was changing too. Computerized reservations and electronic ticketing were replacing the paper-heavy processes Gikundi had known. Online booking brought fares and schedules closer to travelers, while corporate travel management increasingly involved coordinating flights, hotels, meetings, and travel across multiple destinations.

Then came 2020.

FCM Travel Solutions Kenya marked the business’s 30th anniversary as COVID-19 brought international travel to a near halt. Aircraft that had spent their lives crossing continents were suddenly parked for weeks and months, airports emptied, and travel companies faced a crisis unlike anything Gikundi had experienced in his career.  “When airlines started parking aircraft in graveyards and putting red blankets on the engines, it scared me,” Gikundi said. “Seeing airplanes going to sleep took away my own sleep.”

The company closed its office, and Gikundi found himself confronting the possibility that the industry he had known since leaving school might not return. “I thought travel had come to an end.” The company had about 35 employees when the pandemic struck. There were salaries to think about, families depending on the business, and a travel industry with almost no travel. Gikundi’s response was short: “We can’t shut down.”

The business survived the pandemic, and in 2026, the company, founded as Charleston Travel 36 years earlier, is operating as FCM Travel Solutions Kenya, while Gikundi has spent 56 years in the travel industry.

The market has changed in scale. Kenya recorded about 2.4 million international visitors in 2024, generating Sh452.2 billion in tourism earnings. In 2025, international arrivals rose to about 2.7 million, while tourism earnings passed Sh500 billion. The paper ticket of 1970 had given way to electronic tickets, online bookings and digital distribution. The travel agency desk had moved from printed schedules and fare books to systems that could search and price journeys in seconds.

Gikundi is now focused on succession. He says the people around him are strategic partners carrying the company’s vision. “Succession is something that we need to think seriously about,” he said. “I’m confident the business is in good hands. It will stand the test of time.”

His advice to those coming into the industry is brief. “We must be dedicated. Be resilient. It gets tough.” He also recalls a lesson from M.P. Shah: “Don’t leave anything in yourself. Give everything.”

At the KATA convention, under the theme The Journey: Build to Last, Gikundi put his own definition to the test of time: “The true measure of success lies not only in what we build today, but in what endures for generations.”

In 1970, he was issuing tickets. Fifty-six years later, he is still in the travel business, looking at the people who will take it into its next chapter.

The Kenya Association of Travel Agents (KATA) is stepping up efforts to strengthen the capacity and business opportunities of travel agents at the Coast through a series of engagements focused on technology, airline partnerships and industry collaboration.

The engagements brought together KATA and key industry partners including Triply, Safarilink and Amadeus, with discussions centred on training travel agents on technology platforms, strengthening commercial relationships and creating opportunities for business development.

A key component of the engagement was training Coast-based travel agents on the Triply platform, aimed at helping them better understand and utilise digital tools to support their day-to-day operations and improve the services they provide to travellers.

The training forms part of the broader industry shift towards technology-enabled travel distribution, as agencies increasingly rely on digital platforms to access travel products, manage bookings and improve efficiency.

Building capacity at the Coast

For KATA, the engagements are also part of a wider capacity-building agenda aimed at ensuring that travel agents outside Nairobi have access to the same industry knowledge, tools and commercial opportunities.

The Coast remains one of Kenya’s key tourism and travel markets, supported by its strong leisure, inbound and outbound travel activity. Strengthening the capabilities of agencies operating in the region is therefore important to the growth and competitiveness of the wider travel trade.

Through direct engagement with agents, KATA seeks to understand the challenges facing businesses on the Coast while connecting members with suppliers and technology providers to support their growth.

Strengthening airline-agent relationships

The engagement with Safarilink provided an opportunity to further strengthen relationships between the airline and travel-agent community.

Discussions focused on areas of mutual interest, including business development and strengthening collaboration between airlines and agents.

Closer engagement between travel agents and airlines enables agents to better understand available products and services while giving suppliers an opportunity to receive direct market feedback from the agencies selling their products to travellers.

For Coast-based agents in particular, access to reliable domestic and regional air connectivity remains an important component of their ability to serve both leisure and corporate travellers.

Technology as a business enabler

The Amadeus engagement and workshop further reinforced the importance of technology and digital solutions in the travel agency business.

As the industry continues to evolve, travel agents are increasingly expected to work with technology that enables them to access inventory, manage bookings efficiently and provide faster and more informed service to customers.

Training and practical exposure to these platforms can therefore play an important role in helping agencies improve productivity and remain competitive in an increasingly digital travel environment.

Partnerships beyond the traditional model

The engagements reflect KATA’s broader approach to industry partnerships — moving beyond traditional stakeholder relationships towards practical collaboration that delivers value to travel agents.

For suppliers and technology companies, engagement with agents provides an opportunity to demonstrate products directly to the businesses that interact with travellers every day.

For travel agents, such engagements provide access to information, training, commercial conversations and opportunities to build stronger relationships with industry partners.

KATA’s continued engagement with Triply, Safarilink and Amadeus therefore comes at a time when the travel industry is undergoing rapid changes in technology, distribution and consumer behaviour.

The Association is expected to continue facilitating similar engagements as part of its efforts to strengthen professional capacity, promote business development and ensure its members remain connected to evolving opportunities across the travel ecosystem.

IndiGo’s growing international network is creating new opportunities for Kenya’s travel trade to tap into India’s tourism market, as the airline marks 20 years of operations.

The Indian carrier, which began operations in August 2006 with a single aircraft, now has a fleet of more than 430 aircraft serving over 140 destinations in India and international markets.

Its expansion into Africa has given Kenyan travellers direct access to Mumbai while opening a wider gateway into India’s extensive domestic network. IndiGo launched daily nonstop flights between Nairobi and Mumbai on August 5, 2023, making Nairobi its first destination in Sub-Saharan Africa.

The connection has strengthened access between the two markets for tourism, business and visiting-friends-and-relatives travel, while giving Kenyan travel agencies another platform through which to package and sell India.

The opportunity is not limited to Mumbai. Through its extensive domestic network, IndiGo connects passengers onwards to a wide range of Indian destinations, allowing travel agents to develop itineraries around India’s varied tourism offering, from major cities and cultural attractions to leisure and pilgrimage destinations.

For Kenya’s travel trade, this creates an opportunity to move beyond selling India primarily as a single-destination market and instead develop multi-city itineraries that combine different experiences within the country.

The potential was highlighted during a recent courtesy visit to the Kenya Association of Travel Agents (KATA) by Kaizad Postwalla, IndiGo’s Head of Sales – International Markets, and Suhaina Nazeer, Senior Sales Manager – International Markets.

The discussions focused on strengthening the IndiGo-KATA partnership, promoting India as a tourism destination and helping Kenyan travel agents identify opportunities to market the destination to their clients.

The engagement also points to a broader role for travel agencies in expanding tourism between the two countries. With airlines increasing connectivity, agents can help convert available capacity into actual tourism flows by developing products, advising travellers and connecting customers with destinations beyond the major gateways.

Postwalla, who took up his current role in November 2025, brings more than two decades of aviation and international sales experience from senior positions at Air India, Vistara and Singapore Airlines. He now oversees IndiGo’s international sales strategy at a time when the airline is accelerating its global expansion.

Skyline Rep Services, IndiGo’s General Sales Agent in Kenya, works with the local travel trade to support the airline’s presence and develop the market.

The airline’s 20th anniversary comes as IndiGo moves from being primarily an Indian domestic carrier into a significantly larger international player. Its fleet and network expansion provide the capacity to connect more markets while giving travel agents access to a growing range of destinations.

For Kenya, the India opportunity extends beyond air connectivity. Stronger links can support tourism, business travel and wider commercial ties between the two markets, while giving Kenyan travel agencies a larger destination portfolio to sell.

The challenge now is to turn connectivity into sustained two-way tourism growth. For IndiGo and Kenya’s travel trade, closer cooperation could be key to unlocking that potential.

Dubai is entering the second half of 2026 with signs of recovery in air traffic, creating fresh opportunities for travel agents to rebuild demand for the destination following significant disruption to regional aviation earlier in the year.

Dubai International Airport (DXB) handled 31.5 million passengers in the first six months of 2026, according to Dubai Airports, although this represented a 31.3 per cent decline from the 46 million passengers recorded during the same period in 2025.

The decline reflects the impact of regional airspace disruptions on Gulf aviation during the first half of the year. However, traffic began recovering steadily during the second quarter, rising from 3.5 million passengers in April to 4.5 million in May and five million in June.

Dubai Airports said the return of international airlines, improving connectivity and stronger aircraft load factors were pointing to renewed demand ahead of the traditionally busier second half of the year.

For Kenyan travel agents, the recovery presents an opportunity to reposition Dubai for the upcoming travel season, particularly as airlines restore capacity and travellers begin making holiday, shopping, family and business travel plans.

The destination remains one of the key international gateways available to Kenyan travellers. Emirates currently operates the Nairobi–Dubai service, with the airline’s Kenya website listing return Economy fares to Dubai from USD643 for travel between August 25 and October 15, 2026.

The five-hour Nairobi–Dubai flight also gives agents a relatively short-haul international option when packaging Dubai holidays, stopovers and onward journeys.

The opportunity extends beyond Dubai as a transit point. Travel agents can package the city around shopping, family entertainment, beaches, dining, culture and heritage, outdoor activities and other experiences, allowing clients to purchase a complete holiday rather than simply an air ticket.

Dubai’s aviation recovery is also important to the wider international travel market. By the end of June, DXB was serving about 50 international airlines connecting the city to 217 destinations across 99 countries.

The figures point to the importance of Dubai not only as a destination but also as a major connecting hub for travellers moving between Africa, Asia, Europe and other international markets.

For Kenyan agents, this creates an opportunity to sell Dubai in two ways: as a standalone leisure destination and as part of a wider itinerary.

The current recovery also allows the travel trade to rebuild consumer confidence around travel through the Gulf. Rather than focusing solely on the disruption experienced earlier in the year, agents can use the restoration of capacity and improving connectivity to engage customers planning travel in the coming months.

The timing is particularly important as the final quarter traditionally brings stronger international travel demand, including family holidays, shopping trips, business travel and end-of-year vacations.

For the Kenyan travel trade, the commercial message is therefore shifting from disruption to opportunity: as airline capacity returns and traffic at DXB strengthens, agents have an opportunity to actively package and promote Dubai while monitoring fares, airline schedules and destination offers.

With Dubai connected to a global network of destinations and Emirates continuing to provide a direct link from Nairobi, the destination remains an important product for Kenyan travel agents seeking to diversify their international holiday portfolio and generate additional value from outbound travel.

The recovery at DXB will ultimately depend on the continued restoration of airline capacity and stability across regional aviation. But the steady increase in passenger volumes through the second quarter provides an early indication that demand is returning—and gives travel agents a timely opportunity to put Dubai back at the centre of their outbound travel sales strategy.

Lufthansa is ushering in a new era of long-haul travel from Nairobi with the introduction of its Allegris cabin experience on flights to Frankfurt and beyond, giving Kenyan travellers access to redesigned cabins, greater privacy and more personalised seating options.

The new product, being introduced on the Nairobi-Frankfurt route from August 2026, marks one of the German carrier’s most significant upgrades to its long-haul passenger experience, spanning Business Class, Premium Economy and Economy.

For business travellers, the centrepiece is a redesigned Business Class offering featuring different seating configurations, including enhanced privacy through Business Class Suites, direct aisle access and upgraded inflight entertainment.

Premium Economy offers additional personal space, improved comfort and an enhanced dining experience, positioning the cabin between conventional Economy and the more premium Business Class product.

Economy passengers will also receive redesigned, ergonomically focused seats, larger entertainment screens and a more personalised onboard experience.

Across the Allegris cabins, Lufthansa has introduced larger next-generation entertainment screens, additional space and privacy, greater choice in seating and Human Centric Lighting designed to support passengers’ natural sleep-wake rhythms during long-haul journeys.

The Nairobi-Frankfurt connection is particularly significant for travellers using Germany as a gateway into Europe and beyond, with Frankfurt providing onward connections across Lufthansa’s network.

Catering takes a new turn

The cabin upgrade comes as Lufthansa also expands its onboard food programme, giving passengers greater control over what they eat during their journey.

From September 1, 2026, the airline will add five hot meals to its Onboard Delights programme for Economy Class passengers travelling on continental routes of two hours or more.

The new choices include beef roulade with potato dumplings, chicken teriyaki, tortellini in tomato sauce with zucchini, currywurst from Dönninghaus and a cheeseburger from HANS IM GLÜCK.

The meals will be available exclusively through pre-order, which passengers can make from four weeks until 24 hours before departure.

Lufthansa says the pre-order model is designed to give passengers greater choice while ensuring that their selected meal is available onboard.

“With these hot meals, we’re expanding Onboard Delights to offer our passengers on longer continental flights an additional selection,” said Olaf Mauthe, Head of Hospitality Catering Management at Lufthansa. “Pre-ordering guarantees our guests that their desired meal will be waiting for them on board – for a relaxed and predictable journey.”

Business Class gets wider choice

Lufthansa is also expanding its pre-selection service for Business Class passengers on long-haul flights.

The airline has offered passengers departing from Frankfurt and Munich the ability to select their main course in advance since 2023. From September 1, the service will extend to most long-haul flights returning to Germany.

Passengers will also have a wider menu to choose from, with six main courses available for pre-selection instead of three.

The selection window will run from four weeks to 24 hours before departure.

For the East African market, the changes place the passenger experience—not just connectivity—at the centre of Lufthansa’s proposition as competition among international carriers serving Nairobi continues to intensify.

With Allegris, the carrier is betting that the next stage of long-haul competition will be fought not only over where airlines fly, but also over how passengers experience the journey once they are onboard.

Source : breakingtravelnews.com

Kenya and Uganda are being urged to deepen their longstanding economic relationship by expanding tourism exchanges and developing travel products that encourage travellers from both countries to explore more of East Africa.

The call was made during the media launch of the 5th Uganda–Kenya Coast Tourism and Innovation Summit 2026 in Kampala, where industry stakeholders challenged travel agents and tourism businesses to move beyond selling individual destinations and instead develop complementary products across the two markets.

“Uganda has products that Kenya can sell. Kenya has products that Uganda can sell. Together, we can sell East Africa,” was the message at the launch, capturing the growing push for stronger cross-border tourism partnerships.

The summit, which was unveiled on August 25 at Speke Resort Munyonyo in Kampala, will bring together tourism and travel trade stakeholders at Sarova Whitesands Beach Resort in Mombasa on October 26–27.

Representing the Kenya Association of Travel Agents (KATA), Coast Liaison Patrick Maina Kamanga said the opportunity for Kenyan travel agents was not simply to sell the Kenyan Coast as a beach destination, but to reposition Mombasa as a broader leisure destination for the Ugandan market.

He called for increased promotion of Mombasa as a family holiday destination, highlighting the Coast’s combination of beaches, wildlife, adventure, history and heritage.

The strategy comes against the backdrop of an already significant tourism relationship between the two countries. Kenya received a record 2.4 million international visitors in 2024, with Uganda accounting for 9.4 per cent of arrivals, making it Kenya’s second-largest source market after the United States.

This translates to roughly 226,000 Ugandan visitors to Kenya in 2024, underlining the size of the market that could be further developed through targeted travel products, improved connectivity and stronger engagement between travel agents in the two countries.

The opportunity extends beyond tourism. Uganda is Kenya’s largest export market, accounting for 11.3 per cent of Kenya’s total exports in 2024. Kenya’s exports to Uganda were valued at about KSh125 billion during the year, compared with imports of KSh36 billion.

The figures highlight the depth of the commercial relationship between the two countries and provide a wider economic context for efforts to increase people-to-people travel.

In July 2025, Presidents William Ruto and Yoweri Museveni witnessed the signing of eight bilateral agreements covering areas including tourism, transport, agriculture, fisheries, investment and standards. The agreements brought the two countries’ trade and cooperation instruments to 25 and were aimed at strengthening economic integration and people-to-people ties.

The two governments have also moved to address barriers to cross-border commerce. In August 2025, Kenya and Uganda agreed to eliminate tariff and non-tariff barriers affecting trade and directed that products originating from either country be treated as transfers rather than imports. The measures also targeted congestion at the Malaba and Busia border points to facilitate the movement of goods, services and people.

For the travel industry, smoother movement across the border creates an opportunity to connect business travel with leisure, family holidays and regional tourism.

KATA says travel agents have a central role to play in converting this potential into actual travel by developing joint packages, building stronger business-to-business relationships and helping consumers discover destinations on both sides of the border.

For Ugandan travellers, the Kenyan Coast offers an opportunity to extend trips beyond the traditional beach holiday. Family-oriented experiences, marine activities, wildlife excursions, cultural and historical sites, food and adventure can be combined into packages that give travellers more reasons to stay longer and spend more.

For Kenyan travellers, Uganda presents a complementary destination with its own tourism, business and cultural attractions, creating opportunities for two-way travel rather than a one-directional tourism market.

This approach also supports the wider East African Community objective of creating a more integrated regional market in which the movement of people, goods and services supports shared economic growth.

The summit therefore seeks to position the Kenya–Uganda tourism relationship as part of a larger regional proposition: one in which destinations are not marketed in isolation, but combined to create more compelling travel experiences.

As the two countries strengthen cooperation in trade, transport and investment, the tourism sector has an opportunity to build on those ties and turn existing commercial connections into increased visitor flows.

For travel agents, the proposition is straightforward: Uganda does not have to compete with Kenya for the same traveller, and Kenya does not have to compete with Uganda. By packaging their complementary products and selling them together, the two markets can create a stronger East African tourism proposition.

The 5th Uganda–Kenya Coast Tourism and Innovation Summit will seek to advance that conversation, bringing together tourism businesses, travel agents and other stakeholders to explore how stronger B2B partnerships, joint products and improved connectivity can translate the existing Kenya–Uganda relationship into more business for both markets.

President Cyril Ramaphosa is set to officially launch South Africa’s Electronic Travel Authorisation (ETA) next week, marking a major milestone in government’s efforts to modernise the country’s immigration system through digital technology.

The launch will take place at OR Tambo International Airport on Wednesday, 12 August 2026, following the successful pilot implementation of the system during South Africa’s G20 Presidency.

According to the Presidency, the ETA will serve as the cornerstone of South Africa’s modern digital immigration system and the flagship reform of the department’s digital transformation programme.

“The ETA combines advanced biometric verification, machine learning and the upgraded Electronic Movement Control System (eMCS 2.0) as part of a modern digital immigration ecosystem that strengthens border security while making travel to South Africa faster, simpler and more secure for legitimate travellers,” the Presidency said in a statement. 

The digital platform is expected to enhance South Africa’s competitiveness as a destination for tourism, business and investment, while improving the efficiency and security of border management.

“This reform will enhance South Africa’s competitiveness as a destination for tourism, business and investment, while supporting more efficient and secure border management,” the statement read.

Government said the launch represents a significant milestone in the digital transformation of the Department of Home Affairs and the Border Management Authority (BMA).

“The launch marks a significant milestone in the digital transformation of the Department of Home Affairs and the Border Management Authority (BMA), demonstrating government’s commitment to harnessing technology to improve service delivery, safeguard national security and facilitate economic growth,” the Presidency said. 

President Ramaphosa will officially unveil the Electronic Travel Authorisation alongside Minister of Home Affairs Dr Leon Schreiber. 

The programme will also include a live demonstration of the system and a guided tour led by Border Management Authority Commissioner, Dr Michael Masiapato

Source: sanews.gov.za

The Kenya Association of Travel Agents (KATA) and AA Kenya have signed a Memorandum of Understanding (MoU) that will enable KATA member travel agencies to offer International Driving Permits (IDPs) and Flight Delay Assistance (FDA) services to travellers, while giving members preferential rates on the products.

The partnership establishes a framework through which KATA members and their clients will access selected AA Kenya travel solutions, strengthening the range of services available through professional travel agencies and enhancing the overall travel experience for Kenyan travellers.

Under the agreement, KATA members will enjoy exclusive discounts of up to 10 per cent on AA Kenya’s International Driving Permit and Flight Delay Assistance services. The collaboration is expected to create additional value for travel agencies while making essential travel services more accessible to customers planning international trips.

AA Kenya Group Managing Director Francis Theuri said the partnership reflects the organisation’s commitment to making travel easier, safer and more rewarding for Kenyans.

“This partnership reflects our commitment to making travel easier, safer and more rewarding for Kenyans. By working closely with KATA and its extensive network of travel professionals, we are bringing essential travel solutions closer to customers while empowering travel agents with additional services to offer their clients,” he said.

KATA Vice Chairman Hamisi Hassan described the agreement as a significant step in strengthening the value proposition for the association’s members.

“This partnership is about creating greater value for our members and the travelling public. Today’s traveller expects more than ticketing. They want convenience, preparedness and peace of mind throughout their journey. We are continually equipping our members with practical solutions that enhance the customer experience while opening new business opportunities for travel agencies,” he said.

KATA Chief Executive Officer Nicanor Sabula said the collaboration aligns with the association’s commitment to equipping members with practical solutions that improve service delivery and competitiveness.

“KATA remains committed to building partnerships that strengthen the competitiveness of our members and elevate professional travel services in Kenya. This is a partnership that supports our members’ growth while ensuring travellers enjoy a smoother and more seamless travel experience,” he said.

As part of the partnership, KATA member travel agencies will now facilitate access to AA Kenya’s International Driving Permit, an official document that enables holders of valid Kenyan driving licences to drive legally in more than 150 countries when accompanied by their domestic licence. The permit is issued exclusively by AA Kenya and is widely required by travellers hiring vehicles or driving overseas for business or leisure.

Travellers will also be able to access AA Kenya’s Flight Delay Assistance service through participating KATA agencies. The service allows eligible passengers to receive complimentary airport lounge access when registered flights experience qualifying delays. Instead of waiting in crowded departure terminals, travellers can relax in airport lounges with access to refreshments, Wi-Fi and other amenities while awaiting updated departure times.

AA Kenya’s Flight Delay Assistance is managed through a dedicated mobile application that tracks registered flights in real time and automatically notifies travellers when they qualify for lounge access following eligible delays.

The partnership is also expected to increase awareness of both the International Driving Permit and Flight Delay Assistance among Kenyan travellers by integrating the services into the travel planning process. Clients booking their journeys through KATA member agencies will now be able to obtain information, apply for the relevant services and incorporate them into their travel arrangements before departure.

The MoU reflects a shared commitment by KATA and AA Kenya to strengthen Kenya’s travel ecosystem by providing travel professionals with innovative products that improve customer experience while creating additional value for both travel agencies and the travelling public.

Air India is preparing to fully restore its Middle East flight network from the upcoming winter schedule, signalling renewed confidence in one of the world’s busiest aviation corridors following months of disruption caused by geopolitical tensions.

The announcement comes after airlines across the region were forced to suspend, reroute or reduce services due to military conflict and temporary airspace closures that affected operations throughout the Gulf. As conditions continue to stabilise, Air India says most of the affected flights are already back on sale, with the airline expecting to maintain its planned schedule if the improving security situation continues.

Speaking to NDTV, Air India Chief Commercial and Transformation Officer and Air India Express Chairman Nipun Aggarwal said the airline’s greatest challenge during the crisis was not a decline in passenger demand but the inability to operate safely through restricted airspace.

“The demand here is very strong because of the large Indian diaspora. As long as airports are open, airspace is available, and we can operate safely, we will continue deploying capacity. Our biggest constraint has been the ability to fly, not passenger demand,” Aggarwal said.

The comments underscore the resilience of Middle East travel demand, particularly among business travellers, migrant workers and families whose journeys depend on reliable air connectivity between India and the Gulf.

For the wider aviation industry, the restoration of services represents another encouraging sign that international travel is gradually returning to normal following weeks of uncertainty. During the height of the tensions, several global airlines adjusted schedules, avoided conflict zones and implemented longer flight routings to prioritise passenger safety.

Air India says it continues to monitor the evolving geopolitical environment in close coordination with airports and local authorities before making operational decisions.

“This is a very dynamic situation. We continuously assess the risks and adapt accordingly. As long as we can operate safely, we will continue to deploy capacity,” Aggarwal noted.

Although flight operations are recovering, airlines continue to face economic challenges arising from the conflict. Rising aviation turbine fuel (ATF) prices remain a concern, increasing operating costs across the industry.

Aggarwal acknowledged that airlines have limited control over such external factors.

“ATF prices are a market reality driven by geopolitical factors that are beyond our control. We can redeploy the network, manage capacity and do our best operationally, but beyond a point there is only so much one can do,” he said.

Beyond restoring its network, Air India is also pressing ahead with one of the aviation industry’s largest fleet expansion programmes. The airline group expects to receive between 60 and 70 new aircraft every year over the next seven to eight years as deliveries from its order of nearly 600 aircraft accelerate.

Over the next 12 to 18 months alone, the airline anticipates adding approximately 10 to 15 wide-body aircraft alongside 40 to 50 narrow-body jets, strengthening both domestic and international operations.

Fleet modernisation is also progressing rapidly. Air India’s narrow-body aircraft have already received upgraded cabins, while retrofitting of the airline’s long-haul Boeing 787 Dreamliners and Boeing 777 fleet is underway. The improvements are expected to significantly enhance passenger comfort and onboard experience over the coming year.

The United Arab Emirates remains the airline group’s single most important international market. According to Aggarwal, almost two-thirds of Air India Group’s revenue comes from international operations, with the Middle East accounting for nearly half of that business. The UAE alone contributes roughly a quarter of the airline group’s total operations, highlighting its strategic importance.

Air India Express is also continuing its rapid expansion. Having grown from just 25 aircraft four years ago to a fleet of more than 100 today, the low-cost carrier plans to double its fleet over the next five years while extending services beyond its traditional South India-Gulf network to include northern, central, western and eastern Indian cities.

For travellers and the broader aviation sector, Air India’s latest announcement reflects growing optimism that one of the world’s most strategically important air corridors is steadily recovering. While airlines remain cautious and continue to monitor regional security developments, the return of full Middle East operations offers renewed confidence for passengers, travel agents and businesses that rely heavily on uninterrupted connectivity between Asia and the Gulf.

Source:ndtv.com