Premier Airlines has significantly expanded its global sales reach after making its flight inventory available on the world’s leading Global Distribution Systems (GDS), a move that places the Nairobi-based regional carrier before more than 100,000 IATA-accredited travel agencies and major online travel platforms worldwide.

The airline’s inventory is now live on Amadeus and Travelport under the airline code W1, allowing travel agents across the globe to search, book and issue tickets seamlessly through the systems they use every day.

The development also extends Premier Airlines’ distribution to New Distribution Capability (NDC) channels and leading Online Travel Agencies (OTAs) including Expedia and Kayak, giving the carrier significantly broader visibility in international travel markets.

For airlines, distribution is often as critical as operating the aircraft itself.

While carriers may operate reliable schedules and attractive routes, growth depends heavily on how easily travel agents and corporate travel managers can access and sell those flights. Listing on the major GDS platforms removes a significant commercial barrier by placing Premier Airlines alongside global and regional carriers in the booking systems used by travel professionals worldwide.

The move is expected to strengthen the airline’s position across East Africa and the Horn of Africa, where demand for regional connectivity continues to grow.

Premier Airlines currently operates:

• Daily Nairobi–Juba return flights.
• Four weekly Nairobi–Mogadishu services.
• Two weekly Juba–Entebbe–Juba flights.
• Weekly flights to Hargeisa every Saturday.

The expanded distribution means travel agencies no longer need to rely solely on direct communication with the airline to make bookings, improving efficiency for both agents and customers while increasing the carrier’s accessibility in international markets.

In addition to the GDS rollout, Premier Airlines has also launched a dedicated booking portal for travel agents, providing another channel through which accredited agencies can access the airline’s inventory and manage reservations.

The milestone represents an important commercial step for the Nairobi-based airline as it continues to strengthen regional connectivity from its hub at Jomo Kenyatta International Airport.

A registered Silver Member of the Kenya Association of Travel Agents (KATA), Premier Airlines serves destinations including Juba, Mogadishu, Entebbe, Hargeisa and Garowe, connecting key business and trade centres across East Africa and the Horn of Africa.

As competition among regional airlines increasingly shifts beyond route networks to technology and distribution, broader access through global booking platforms is expected to play a growing role in driving passenger volumes, supporting travel agency sales and improving market visibility.

For Premier Airlines, joining Amadeus and Travelport is more than a technology upgrade—it is an expansion of its commercial footprint, placing the airline within the global marketplace where most professional travel bookings begin.

Kenyan ordinary passport holders with valid residence permits from select countries will now be eligible for a visa on arrival in the United Arab Emirates (UAE), following a new policy that took effect on June 25, 2026.

In a statement, UAE authorities announced that the visa-on-arrival facility will be available to Kenyan citizens and their accompanying family members who hold valid residence permits issued by the United States, a member state of the European Union, the United Kingdom, Australia, Japan, Singapore, the Republic of Korea, Canada, or New Zealand.

The initiative is aimed at easing travel requirements for eligible visitors while strengthening ties between the UAE and Kenya.

According to the announcement, the move reflects the UAE’s commitment to facilitating international travel and enhancing its position as a leading global hub for tourism, business, and investment.

“Effective June 25, 2026, the United Arab Emirates will grant visas on arrival to ordinary passport holders from the Republic of Kenya and their accompanying family members who hold valid residence permits issued by the United States, a European Union member state, the United Kingdom, Australia, Japan, Singapore, the Republic of Korea, Canada, or New Zealand. This initiative reflects the UAE’s commitment to facilitating travel and reinforcing its position as a global destination for tourism, business, and investment,” UAE embassy in Kenya said in a statement.

The new arrangement is expected to benefit Kenyan travellers who frequently visit the UAE for business, leisure, education, and transit purposes, reducing the need to obtain a visa before departure.

The UAE remains one of the most popular destinations for Kenyan travellers, attracting thousands of visitors annually due to its thriving business environment, tourism attractions, and strategic location connecting Africa, Asia, and Europe.

The move is set to improve travel accessibility and support economic and people-to-people connections between the UAE and countries around the world.

Eligible Kenyan travellers will no longer be required to apply for a UAE visa before travelling. Instead, they can board their flights and obtain a visa upon arrival at UAE airports, provided they meet the stipulated requirements.

However, the visa-on-arrival facility will not be available to all Kenyan passport holders.

Before the policy change, most Kenyans travelling to the UAE were required to secure visas in advance through sponsors, travel agencies, airlines or the UAE immigration system before departure.

The new arrangement allows eligible travellers to obtain either a 14-day visa on arrival, which can be extended once, or a 60-day visa on arrival that is non-extendable.

A Kenyan citizen living and working in the United Kingdom with a valid UK residence permit can now travel directly to Dubai and receive a visa at the airport upon arrival instead of undergoing the pre-travel visa application process.

The same applies to Kenyans residing in countries such as Canada, Australia, the United States and Germany, provided they hold valid qualifying residence permits.

Despite the relaxation of travel requirements, the policy does not amount to visa-free entry for all Kenyans. A Kenyan passport alone is not sufficient to qualify for the visa-on-arrival programme, as travellers must also hold a valid residence permit from one of the approved countries.

Source: the-star.co.ke

For much of the past decade, Mombasa has struggled to maintain its position as East Africa’s premier tourism destination.

While the city remains Kenya’s historic gateway to the Indian Ocean, international visitor patterns have steadily shifted toward alternative coastal destinations such as Diani, Watamu, Malindi and Lamu. Challenges ranging from security concerns and urban decay to traffic congestion, sanitation issues and aging infrastructure gradually eroded the city’s competitiveness.

Yet recent developments suggest a significant shift may be underway.

Within the span of a few weeks, Mombasa hosted two major events that demonstrated the city’s growing potential as a Meetings, Incentives, Conferences and Exhibitions (MICE) destination: the 2026 Kenya Association of Travel Agents (KATA) AGM & Convention and the 11th Our Ocean Conference.

The latter was particularly significant. It marked the first time the globally influential conference was held in Africa, bringing more than 4,500 delegates from around the world to Kenya.

Beyond the symbolism, the conference offered a practical demonstration of tourism’s economic multiplier effect.

Hotels recorded high occupancy levels. Restaurants experienced increased demand. Transfer companies operated at near-full capacity. Tour operators, event service providers, photographers, caterers, security firms and informal traders all benefited from the influx of visitors.

The impact extended beyond the primary conference venues. Accommodation demand spilled into sister properties and nearby establishments, creating a broader economic benefit across the hospitality ecosystem.

For a city whose tourism fortunes have often been tied to seasonal beach arrivals, the events highlighted an alternative and potentially more resilient growth model.

Why MICE Tourism Matters

Globally, destinations are increasingly investing in conference tourism because of its higher economic yield.

Unlike leisure travellers, conference delegates often travel during off-peak periods, spend more per day, and influence future investment and business decisions. Many extend their stays, bringing additional revenue to local businesses.

More importantly, MICE tourism generates spending across multiple sectors simultaneously.

A single conference delegate creates demand for accommodation, transport, food and beverage services, technology support, event management, security, entertainment, shopping and excursions.

For destinations seeking year-round visitor traffic, few tourism segments offer greater economic value.

The events hosted in Mombasa provided clear evidence that the city possesses the core ingredients required to compete in this space.

The Private Sector Has Moved First

Perhaps the most notable aspect of Mombasa’s recent resurgence is that much of the momentum has been driven by private sector investment.

Among the standout contributors has been PrideInn Hotels, Resorts & Camps, whose sustained investment in conference facilities and hospitality infrastructure has helped reshape perceptions about what Mombasa can offer.

For years, one of the biggest limitations facing the Coast was the lack of venues capable of hosting large-scale international conferences.

PrideInn’s investments have begun addressing that gap.

Their confidence in the destination sends an important signal to the market: Mombasa can evolve beyond being solely a leisure destination and position itself as a serious conference hub for Africa.

Private capital has effectively placed a bet on Mombasa’s future.

The question now is whether public investment will keep pace.

The Conferences Exposed Critical Weaknesses

While the successful hosting of major events deserves celebration, it also exposed significant structural deficiencies that continue to undermine Mombasa’s competitiveness.

The first is airport infrastructure.

Moi International Airport remains one of Kenya’s most important gateways, yet its facilities increasingly struggle to meet the expectations of modern international travellers. Congestion during arrival periods, limited passenger handling capacity and aging infrastructure were evident throughout the conference period.

For a destination seeking to attract high-value global events, airport experience matters.

First impressions influence destination perception.

The second challenge is mobility.

Traffic congestion emerged as one of the most visible weaknesses during the conference week. Major roads experienced prolonged gridlock, disrupting movement for residents and visitors alike.

Conference destinations compete not only on venue quality but also on accessibility and efficiency. Delegates expect seamless movement between airports, hotels, meeting venues and attractions.

Without substantial improvements in transport planning, traffic management and urban mobility, Mombasa risks constraining future growth.

A Missed Tourism Conversion Opportunity

Perhaps the most overlooked lesson from the week concerns destination marketing.

Hosting more than 4,500 international delegates presented a unique opportunity to showcase Kenya beyond conference halls.

Yet there appeared to be limited effort to systematically convert delegates into repeat leisure visitors.

Organised familiarisation trips to destinations such as Tsavo, Diani, Watamu, Lamu and Shimba Hills could have encouraged longer stays and additional spending.

Equally important, stronger integration of cultural experiences into conference programmes could have created more memorable visitor experiences.

Delegates do not simply remember conference presentations. They remember destinations.

A well-curated evening celebrating Swahili culture, music, cuisine and heritage could have transformed thousands of visitors into long-term ambassadors for Kenya.

Destination marketing today is increasingly experiential. Conferences should be viewed not merely as events but as platforms for tourism conversion.

Government Must Match Private Sector Ambition

The recent success of Mombasa’s conference calendar raises an important policy question.

Is government prepared to support the scale of investment now being demonstrated by the private sector?

The tourism industry appears ready.

Hospitality investors are expanding capacity. Airlines are showing renewed interest in coastal routes. International organisations are increasingly considering Mombasa as a conference destination.

What remains uncertain is whether public infrastructure and urban management systems can keep pace.

If Mombasa is serious about reclaiming its position as a leading tourism and conference destination, several priorities require urgent attention.

These include airport modernisation, traffic management systems, road infrastructure, urban sanitation, public safety, destination beautification, waterfront development and integrated city planning.

None of these investments are optional.

They are the foundational requirements for competing with emerging conference destinations across Africa.

The Opportunity Is Bigger Than Tourism

Ultimately, Mombasa’s revival should not be viewed purely through a tourism lens.

This is an economic competitiveness issue.

A thriving conference industry attracts business travellers, investors, multinational organisations and decision-makers. It strengthens aviation connectivity, creates employment, stimulates local enterprise and enhances a country’s global profile.

The recent conferences demonstrated that demand exists.

They demonstrated that investors are willing to commit capital.

They demonstrated that international organisations are prepared to choose Mombasa.

What remains is the final and most important step: ensuring that public infrastructure and policy support keep pace with private sector confidence.

For years, Mombasa has been described as a sleeping Lion.

The events of recent weeks suggest the giant is beginning to roar.

Whether it fully awakens will depend on the decisions made today.

_{^{By Joan Wande}}

Africa is making steady progress toward easier cross-border movement as more countries remove visa requirements for fellow Africans. Recent announcements by the Republic of Congo and Togo have added momentum to a growing continental push for greater integration, trade, and tourism.

The Republic of Congo has announced that beginning in 2027, African citizens holding valid passports will be allowed to enter the country without a visa. The move follows a similar decision by Togo, which recently introduced visa-free access for all African passport holders.

The developments have been welcomed by advocates of regional integration, who view the easing of travel restrictions as a key step toward realizing the ambitions of the African Continental Free Trade Area (AfCFTA). Easier movement of people is expected to support business, tourism, cultural exchange, and investment across the continent.

Over the past decade, several African countries have taken steps to simplify entry procedures. Rwanda, Ghana, Kenya, The Gambia, and others have introduced visa-free or visa-on-arrival policies aimed at encouraging intra-African travel. According to continental visa openness assessments, access for African travelers has improved significantly, with more countries embracing digital visa systems and streamlined entry requirements.

However, experts argue that visa liberalization alone is not enough.

Despite progress at border points, the cost of traveling within Africa remains one of the biggest obstacles to mobility. Airfares between African cities are often higher than flights to destinations outside the continent. In many cases, travelers must transit through Europe or the Middle East to reach neighboring African countries due to limited direct connections.

Aviation stakeholders have repeatedly pointed to restrictive air service agreements, multiple taxes and charges, and the slow implementation of the Single African Air Transport Market (SAATM) as factors driving up costs and limiting connectivity.

Industry observers note that true freedom of movement requires more than open borders. Investments in aviation infrastructure, expanded route networks, efficient immigration systems, and affordable transport options are equally important.

Tourism operators also believe that easier and cheaper travel could unlock significant economic opportunities. Increased visitor flows would benefit hotels, tour operators, airlines, and local businesses while strengthening people-to-people connections across the continent.

As African nations continue to embrace visa-free policies, attention is increasingly turning to the skies. For many travelers, the next phase of integration will not be determined by whether they need a visa, but whether they can afford the ticket.

The growing consensus among policymakers is that a truly connected Africa will require both open borders and open skies.

source : theeastafrican.co.ke

By the time the final day of the KATA AGM & Convention 2026 arrived, delegates had sat through presentations, discussions, data, forecasts and debates about the future of travel. Then came something different.

No PowerPoint slides.

No industry jargon.

Just three veterans of Kenyan travel seated under the symbolic shade of the Mugumo Tree.

In many African communities, the Mugumo Tree is more than a tree. It is a place of wisdom. A gathering point where stories are shared, disputes settled, lessons passed from one generation to another, and where time itself seems to slow down.

The session, aptly titled “Still in the Game: Lessons from 30+ Years in Travel That No Strategy Book Can Teach,” brought together Charles Gikundi, Founder and Chairman of Charleston FCM Travel, Mohamed Bafagih, Founder of Vogue Travel, and Lalit Jobanputra, Co-Founder and Managing Director of Travel in Style.

What followed was less of a panel discussion and more of a masterclass in endurance.

The room changed.

The audience relaxed.

Then listened.

Carefully.

Because these were not theories. They were stories earned through decades of surviving crises, building businesses from scratch, making mistakes, taking risks and refusing to quit.

Charles Gikundi’s journey began in 1970 when he joined East African Airways, the airline that would eventually give birth to Kenya Airways, Uganda Airlines and Air Tanzania.

“It was not simple for me, a village boy brought to town to work on tickets and matters travel,” he recalled.

More than five decades later, travel remains the only industry he has ever known.

His journey took him through Air France, where he says he learned about wine, culture and “the finer things in life,” before eventually founding Charleston Travel in 1990 and commencing operations in 1991.

Yet for a man who has witnessed decades of change, nothing compared to COVID-19.

“When airlines started parking aircraft in graveyards and putting red blankets on the engines, it scared me,” he told delegates. “Seeing airplanes going to sleep took away my own sleep.”

For perhaps the first time in his career, he wondered whether travel had reached its end.

“At the office we shut the door. I thought travel had come to an end.”

But it didn’t.

And neither did Charleston – FCM Travel.

One of the most important decisions he ever made, he said, was bringing in partners when growth and financial pressures became too great to carry alone.

“When the partners came, we moved from 20 employees to 50, then 100, then 150.”

His lesson was simple.

“Dedication. Resilience. Believe in what you are doing. Sometimes when you are in a crisis, you must find a way of going up.”

If Gikundi’s story was about persistence, Mohamed Bafagih’s was about starting over.

Twice.

After excelling in geography at school, he began his career as a mathematics teacher before joining Air France, a journey that took him to Dubai and Saudi Arabia.

Then came the aftermath of the September 11 attacks.

Air France closed operations in Saudi Arabia.

Suddenly, he was unemployed.

“I had a daughter in school. My wife was pregnant. I didn’t even have money for rent.”

He sold what he had, returned to Mombasa and began rebuilding.

That rebuilding eventually became Vogue Travel.

Today, he looks back at a profession that once relied on little more than two books, a telephone and knowledge of geography.

“We had the ABC timetable for flights and the APT for fares. If you knew geography and had a phone, you were a travel agent.”

His advice on longevity focused less on growth and more on integrity.

“Do your work properly. Take your commission properly. If we chased quick money, we could be lost.”

For Bafagih, sustainability is built through trust, repeat customers and service.

And when it comes to succession, he offered a perspective that resonated strongly across the room.

Many business owners naturally hope their children will inherit what they have built.

But if not?

“My idea was always to give shares to employees.”

The audience responded with appreciative nods.

Because beneath the statement was a powerful truth: institutions survive when ownership extends beyond the founder.

Lalit Jobanputra brought yet another perspective.

His journey to travel was anything but direct.

Born in Kisumu in 1951, he worked as a systems analyst, later joined a multinational textile company, and eventually ventured into a video cassette business before discovering the opportunities hidden within travel management.

Getting an IATA licence took two years.

Ticketing was manual.

Airline commissions were generous.

Then they weren’t.

“Ten, nine, seven, one,” he said, tracing the steady decline in commissions over the years.

Many in the audience remembered the industry’s famous fight against zero commissions, a battle in which KATA played a leading role.

But for Jobanputra, the defining challenge was also COVID-19.

“It was not a single event. It was the combination of the pandemic and the uncertainty that followed.”

Travel stopped.

Refunds mounted.

Confidence disappeared.

Yet his family made a decision.

No employee would lose their job.

For Travel N’ Style, Staff stayed home, remained insured and continued receiving support despite the uncertainty.

“We even used our own resources to make those families happy.”

The experience reinforced a lesson he believes many leaders overlook.

“Relationships are more valuable than transactions.”

Today, Travel in Style has grown beyond where it stood before the pandemic, proof that loyalty often produces returns that cannot be measured on a balance sheet.

On succession, Jobanputra was particularly candid.

“Succession planning is the most overlooked aspect of business.”

Too often, he argued, founders become inseparable from their companies. The relationships, decisions and culture all revolve around one person.

His solution has been deliberate delegation.

“I don’t make decisions today. I leave decision-making to staff and my children.”

The result has been growth not just in revenue, but in leadership capacity.

As the conversation drew to a close, a common thread emerged from all three stories.

None of the men spoke about technology first.

None spoke about market share.

None spoke about disruption.

They spoke about people.

About trust.

About resilience.

About patience.

About surviving long enough to see the next opportunity.

Perhaps that is why the session felt different.

Under the symbolic shade of the Mugumo Tree, delegates were reminded that while technology changes, business models evolve and markets shift, some fundamentals remain timeless.

The travel industry may continue to reinvent itself, but institutions that endure are still built the old-fashioned way: through character, relationships, adaptability and a willingness to keep going when every reason says stop.

And as the curtain fell on the KATA AGM & Convention 2026, it was fitting that some of the most powerful lessons came not from looking ahead, but from listening to those who have spent more than thirty years proving that staying in the game is an achievement in itself.

Togo has joined a growing group of African nations opening their borders to unrestricted continental travel, becoming the sixth African country to grant visa-free entry to all holders of African passports in a major push toward regional integration and freer movement across the continent.

The policy shift places Togo alongside countries such as Rwanda, Ghana, Benin, The Gambia, and Seychelles, which have already adopted full or near-full visa-free access for African travelers, while several others continue expanding visa-on-arrival and e-visa systems.

The new directive, announced by Togo’s Ministry of Security and signed by Security Minister Calixte Batossie Madjoulba, takes effect from May 18, 2026.

Under the framework, citizens of African Union member states holding valid national passports will be allowed to enter Togo without a visa for stays of up to 30 days.

Authorities described the reform as part of a broader political and economic strategy aimed at strengthening pan-African cooperation, easing intra-African mobility, and positioning Togo as a gateway for trade, investment, tourism, and cultural exchange within West Africa and the wider continent.

Officials said the measure aligns with Togo’s ambition to deepen its role as a regional logistics and connectivity hub along the Gulf of Guinea, while supporting broader continental initiatives such as the African Continental Free Trade Area, which seeks to accelerate economic integration across Africa.

Despite the visa waiver, authorities clarified that entry requirements remain in place. Travelers will still be required to complete an online pre-arrival declaration at least 24 hours before departure to obtain a travel clearance document.

Immigration, public health, and security screening procedures will also continue at all land, air, and maritime entry points.

The government further stressed that the reform does not override laws governing illegal entry, overstays, or border security enforcement, noting that immigration controls will remain fully operational.

Analysts say the move could significantly strengthen Togo’s appeal as a commercial and transit hub in West Africa, particularly as African governments increasingly embrace visa liberalization policies to boost trade, tourism, and regional cooperation.

While momentum for freer movement is growing, travel openness across Africa remains uneven.

More than 60% of African destinations now offer either visa-free or visa-on-arrival access to African travellers, but full continent-wide mobility remains limited, with many countries still maintaining nationality-based restrictions.

Togo’s decision nonetheless highlights the accelerating continental shift toward greater African mobility, as policymakers seek to balance economic integration goals with migration management and security considerations.

The Kenya Association of Travel Agents (KATA) continues to deliver tangible value to Kenya’s travel trade through its partnership with Rubis Energy Kenya, an agreement that is helping travel agents save KES 4 per litre on fuel purchases across the country.

The partnership, which was entered into in late 2025 through a Memorandum of Understanding (MoU), was designed to cushion travel businesses from rising operational costs while improving efficiency within the sector.

At a time when travel agencies continue to navigate increasing fuel and transportation expenses, the collaboration has emerged as one of the practical member-benefit initiatives aimed at supporting sustainability and competitiveness within Kenya’s travel industry.

Through the arrangement, KATA members gain access to personalized Rubis fuel cards that offer discounted fuel rates at Rubis service stations nationwide. The cards are available under both prepaid and postpaid options, enabling agencies to better manage fuel consumption, strengthen accountability, and streamline operational expenditure.

For agencies involved in airport transfers, tours, corporate travel logistics, and regular client mobility, the savings generated through the programme are expected to contribute significantly to lowering operational costs over time.

The partnership reflects KATA’s growing focus on building strategic collaborations that go beyond traditional industry advocacy by directly addressing the operational realities facing travel businesses.

Speaking during the rollout of the initiative, Olivier Sabrié, Group Managing Director of Rubis Energy Kenya, said the collaboration demonstrates Rubis Energy’s commitment to supporting Kenya’s travel ecosystem through practical and impactful business solutions.

“We are pleased to work with KATA in delivering benefits that directly support travel agencies and strengthen the broader tourism value chain,” he said. “This initiative provides tangible operational value while reinforcing our commitment to empowering industry players across the country.”

KATA Chairman Dr. Joseph Kithitu noted that the agreement aligns with the association’s broader objective of securing value-driven opportunities for members while strengthening the resilience of the travel sector.

“This partnership reflects KATA’s commitment to identifying solutions that create measurable value for our members,” Dr. Kithitu said. “By leveraging Rubis Energy’s nationwide retail network alongside KATA’s leadership within the travel industry, we are enabling agencies to improve efficiency, reduce operational costs, and enhance long-term sustainability.”

He added that strategic private-sector partnerships remain critical in supporting the growth and competitiveness of Kenya’s travel industry, particularly as businesses increasingly seek innovative ways to manage operational expenses while maintaining service quality.

Beyond the immediate financial savings, the initiative is also expected to improve fuel management processes for agencies through enhanced convenience, transparency, and security in fuel transactions.

KATA members interested in joining the programme are required to submit the relevant registration documentation through the association, after which Rubis Energy facilitates the issuance and distribution of the fuel cards.

The continued implementation of the partnership underscores the importance of collaboration between industry associations and corporate stakeholders in strengthening Kenya’s tourism and travel ecosystem while creating direct economic benefits for businesses operating within the sector.