For decades, travel agents were the trusted bridge between travelers and the wider tourism industry. They booked flights, arranged safaris, and secured accommodation long before digital platforms became mainstream. But in an era of instant bookings, mobile apps, and price comparison sites, many questioned whether travel agents would survive.

The reality is that not only have travel agents survived, they are also evolving. In Kenya, the Kenya Association of Travel Agents (KATA) is at the forefront of this transformation. KATA is the umbrella body representing licensed travel agents across the country, advocating for their interests, setting professional standards, and creating platforms for collaboration with airlines, hotels, and regulators.

From Transactions to Trusted Advisors

KATA members are moving away from being simply ticketing offices and are now repositioning as trusted advisors. Clients no longer just want the cheapest flight. They want security, convenience, and reassurance that someone will be there if things go wrong. With frequent flight disruptions, visa complexities, and unpredictable global events, the travel agent has become a problem-solver that clients can rely on.

The Power of Personalization

Online platforms can offer price transparency, but they rarely provide tailored experiences. Travel agents are filling this gap by curating niche travel options such as wellness retreats, cultural immersions, luxury safari circuits, and experiential packages that reflect the unique interests of travelers. Instead of one-size-fits-all itineraries, agents are designing journeys that feel personal and memorable.

Building Trust in a Fragmented Market

One of the biggest challenges travelers face today is information overload. With countless websites, blogs, and apps offering conflicting advice, travelers often struggle to separate fact from marketing. Agents provide a layer of trust and accountability. As licensed professionals, KATA members verify suppliers, safeguard clients’ money, and guarantee service standards.

Embracing Digital Tools

Far from being left behind, many agents are investing in technology and automation. From online booking portals integrated with global distribution systems, to customer relationship management tools, to instant communication platforms like WhatsApp Business, KATA members are meeting clients where they are online. This hybrid model allows them to combine efficiency with a personal touch.

Collaboration Over Competition

With innovations entering the space, some feared travel agents would be displaced. Instead, forward-thinking members are leveraging these platforms as partners rather than competitors, by upselling, bundling, and adding value beyond what digital platforms can provide. The focus has shifted to experience management, not just ticket issuance.

The Road Ahead

The future of travel agents in Kenya will depend on how fast the industry adapts to shifting consumer behaviors. What remains clear is that human expertise cannot be digitized. KATA’s role is to continue championing professional standards, regulatory compliance, and capacity building for its members so they can thrive in a digital-first world.

For travelers, the reassurance of having someone on their side before, during, and after a journey is priceless. Even in the digital era, travel agents are not only relevant, they are more essential than ever.

A recent survey by ATTA® has uncovered a striking trend: AI adoption in African tourism isn’t being driven by IT departments—it’s coming directly from the C-suite.

The ATTA® survey provides compelling evidence that African tourism leaders see AI as a strategic imperative rather than a technical add-on:

• 85% of African tourism businesses are either already using AI tools (58%) or planning to adopt them soon (27%)
• 71.8% are likely to invest in AI tools or training within the next 12 months
• 73 out of 100 is how executives rate AI’s significance to African tourism over the next 3-5 years

Why leadership-driven AI matters

Global research from Accenture suggests that successful AI adoption isn’t just about having fancy algorithms—it’s equally about having leaders who champion the technology and build a culture that embraces it.

This is where African tourism is getting it right: when owners and directors lead the charge on AI, their enthusiasm ripples throughout the entire organisation.

This top-down approach is especially powerful for the smaller businesses that dominate African tourism (most survey respondents had fewer than 50 employees). When leadership is on board, resources suddenly become available for training, team members get permission to experiment, and hands-on learning becomes a priority—exactly matching what the survey found tourism professionals want: practical webinars (81.2%) and real-world applications rather than theoretical concepts.

Why the C-Suite is driving AI adoption

1. Strategic vision: When leaders support AI, they link it directly to business strategy: from frictionless customer journeys to predictive maintenance.

2. Cultural transformation: CEOs shape a culture of innovation more effectively than any other role. Accenture’s research highlights that “AI Achievers” thrive due to top-down cultural endorsement. Leaders who foster an innovation-friendly environment—where experimentation with AI is encouraged—see faster success.

3. Budget & Resources: ATTA®’s own findings confirm that even small businesses are finding the time and treasury for AI—suggesting leadership is re-prioritising budgets to capture AI’s potential benefits.

While global research shows a concerning disconnect between CEO ambition and organisational readiness—with only 29% of broader executive teams believing they have sufficient in-house expertise—African tourism leaders appear unusually aligned in their AI vision:

• 50.6% are “very likely” to invest in AI tools or training within the next 12 months
• Only 14.8% have no immediate plans for AI adoption
• Marketing leaders (23.7%) form the second-largest respondent group, showing strong alignment between C-suite vision and departmental execution

This top-down strategic approach positions African tourism businesses to potentially leapfrog the “capability gap” that hampers AI adoption in other markets, where CEOs are often pushing aggressive AI agendas ahead of their organisations’ technical comfort zone.

Navigating the “Triple Threat”

Despite their enthusiasm, African tourism executives face what might be called the “Triple Threat” slowing AI adoption:

• Talent: 81.2% cite lack of technical expertise as their primary challenge
• Time: 44.7% point to lack of time or resources to learn new tools, a particular challenge for smaller organisations with limited staff
• Treasury: While only 27.1% cite cost as a barrier (surprisingly low given the predominance of small businesses), budget considerations remain important

These interconnected challenges create what Accenture identifies as a gap between “leadership ambition and organisational readiness”—a phenomenon occurring globally.

A critical insight to mitigate these threats to AI adoption is the importance of culture change alongside technical implementation. As Accenture notes, travel executives must foster “an innovation-friendly environment where experimentation with AI is encouraged and failures are seen as learning opportunities.”

Leaders in travel and tourism will need to create an organisational culture where AI is seen as a collaborative tool rather than a threat.

The path ahead

Drawing from both global best practices and local realities, the companies poised for success will likely be those where leaders:

1. Foster innovation culture – Creating what Accenture terms “an innovation-friendly environment” where experimentation with AI is encouraged and failures become learning opportunities
2. Build AI literacy across roles – Developing basic AI understanding at both strategic and tactical levels, addressing the educational gap that spans multiple roles
3. Invest in practical Gen AI training – Focusing on specific tourism applications rather than theoretical knowledge
4. Address ethical considerations early – Implementing what the WTTC calls “responsible AI frameworks” with transparency, accountability, and human oversight, particularly important in a relationship-based industry like tourism
5. Travel is people-centric: Guests still crave personal service. AI should be seen as a staff-support tool rather than a human replacement. CEOs who implement AI with empathy can enhance personalisation without sacrificing customer warmth.

Lastly, the smartest companies won’t just adopt AI to make existing processes faster. They’ll use AI to question fundamental assumptions about their business: Does this process need to exist at all? Could this customer interaction be reimagined completely?

The true AI revolution in African tourism won’t come from automating tedious tasks, but from rethinking entire business models and customer experiences from the ground up.

Source: atta.travel

The International Air Transport Association (IATA) urged African governments to prioritize aviation as a catalyst for economic growth, job creation, connectivity, and social development by enhancing safety, reducing the cost burden, and resolving the issue of blocked airline funds.

“Africa’s aviation sector is a vital economic driver, contributing USD 75 billion to GDP and supporting 8.1 million jobs. The continent’s aviation market is projected to grow at 4.1% over the next 20 years, doubling by 2044. More important than the growth of the sector is the impact that a successful aviation industry has on social and economic development. As governments prioritize how to deliver their agendas with limited resources, it is critical to recognize that supporting aviation underpins jobs, trade, and tourism,” said Somas Appavou, IATA’s Regional Director External Affairs, Africa.

Key priorities for Africa

IATA outlined three key priorities for African governments.

1. Improve aviation safety

The implementation of global standards is the key to world-class safety. While African safety has improved, the continent’s safety rate lags the global average in its implementation of ICAO Standards and Recommended Practices (SARPS). On average, the effective implementation rate for ICAO SARPS is 59.49% across 46 of 48 Sub-Saharan African states, behind the global average of 69.16% and the global target of 75%. States must take action to close this longstanding gap.

In 2024 runway excursions were the most prevalent among Africa’s 10 reported accidents. IATA calls for a renewed effort of ICAO’s Runway Safety Team missions at airports to improve performance in this area, including by ensuring the effective implementation of ICAO SARPS.

IATA also calls for African states to abide by the ICAO Annex 13 global standard to deliver timely accident reports. Of the 42 accidents occurring in Africa between 2018 and 2023, only eight have seen the publication of a final report. The IATA Operational Safety Audit (IOSA) and the IATA Standard Safety Assessment (ISSA) are tools to strengthen airline safety performance, support effective regulatory oversight, and promote a consistent, risk-based approach to operational safety.

2. Reduce taxes and charges

Taxes and charges on air travel in Africa are 15% higher than the global average.

It is critical that governments understand that the greatest value that aviation brings to an economy is catalytic. Transporting travelers and goods stimulates job creation. Destroying demand with excessive taxation puts a brake on economic and social development.

Where charges are used to fund critical aviation infrastructure, coordination between industry and government is essential. The aim must be to build growth-supporting infrastructure that is cost-efficient and scalable.

3. Eliminating Blocked Funds

Airlines cannot operate in a market if they are unable to repatriate revenues generated which is guaranteed in international treaties and bilateral agreements. The $1 billion of airline revenues being blocked from repatriation by African governments (as of May 2025)—73% of total global blocked funds—is an impediment to maintaining Africa’s international connectivity. Blocked funds are spread across 26 African countries.

Airlines facing blocked funds often reduce flight frequencies or suspend routes. To facilitate aviation’s economic and social benefits, governments need to live up to their international obligation and remove all barriers to airline revenue repatriation.

“These challenges are not new but solving them is urgent. That’s why IATA launched the Focus Africa initiative in 2023, working hand-in-hand with governments, industry, and development partners to deliver real improvements in safety, affordability, and connectivity. Aviation is not a luxury. It is an economic and social lifeline. Focus Africa is about turning potential into jobs, growth and prosperity,” said Appavou.

CORSIA

The Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) is a pillar of the industry’s net-zero commitment and is midway through its initial voluntary phase of reporting (2024–2026). Mandatory reporting will start in 2027. As of 2025, 129 countries are participating in CORSIA, including 20 African states.

IATA urges African governments to ensure the success of CORSIA as the only globally agreed, market-based mechanism to address CO2 emissions from international aviation, and to avoid putting forward a patchwork of national or regional taxes which leads towards a fragmented, inefficient and inconsistent global policy framework, ultimately undermining the scheme.

Making CORSIA Eligible Emissions Units (EEUs) available to airlines for their offsetting obligations should be a priority for African countries as it not only fulfils their international obligations under CORSIA but will directly benefit countries that do so by generating revenue from carbon markets, supporting development and jobs while attracting climate investment.

Source: Miragenews.com

We’ve all heard it a thousand times: it’s cheaper – and easier – to fly from Lagos to London than from Lagos to Lusaka. Everyone nods knowingly about Africa’s aviation challenges, talks about “open skies,” and then… not much changes. But at the 2025 AviaDev Africa conference in Zanzibar, there were actual specifics on the table. Real routes, real demand data, and real examples of what’s shifting. Alongside low-cost upstarts and policy advocates, legacy players like Ethiopian Airlines ,  which is celebrating 50 years of continuous service into Central Africa, are showing what long-term commitment to intra-African connectivity can look like.

The numbers everyone quotes (but what they actually mean)

Yes, Africa has 18% of the world’s people but only 2% of global air traffic. But instead of dwelling on that gap, speakers at AviaDev focused on what’s actually happening: passenger volumes grew 9% in the first half of 2025, and – this is the kicker – 80% of potential intra-African routes still don’t have direct flights. (Source: IATA)

That’s not just a statistic. It’s why your clients are still routing through Dubai to get from Nairobi to Dakar, and why that amazing lodge in Zambia, for example, stays harder to sell than it should be.

Three routes that could grow African travel

Let’s get practical. These three routes were highlighted as having the most potential and are currently being underserved. What are the opportunities?

Abidjan (ABJ) – Douala (DLA)

A direct link would pair Côte d’Ivoire’s cultural/coastal capital with Cameroon’s Gulf of Guinea gateway, enabling premium short break and VFR (visiting friends and relatives) plus itineraries.

Lusaka (LUN) – Cape Town (CPT)

More direct pairings here would marry Zambia’s safari and Victoria Falls access with Cape Town’s city, coast and winelands, unlocking year-round twin centre packaging with strong leisure appeal.

Dakar (DSS) – Libreville (LBV)

A DSS–LBV service would connect Senegal’s coastal hub to Gabon’s high value rainforest experiences, opening conservation and adventure products.

Airline realities: What’s driving decisions (and what isn’t)

So why haven’t these promising routes launched yet? The airline perspectives shared at AviaDev provided honest insight, and the answer isn’t what you might expect.

What airlines are actually doing?

Ethiopian Airlines currently serves 70 destinations in Africa, continues to expand its pan-African network and recently marked 50 years of continuous service to Kinshasa, highlighting its role in developing inland markets. Addis Ababa is no longer just a stopover hub – increasingly, it’s a tourism gateway to secondary destinations. The airline’s forward momentum also includes a major infrastructure project with the African Development Bank to build Africa’s largest airport by 2029, setting up Ethiopia as a top-tier regional aviation hub.

And they’re not stopping there – Ethiopian Airlines announced partnering with Archer Aviation to roll out electric air taxis across East Africa. It’s an innovation that could revolutionise short-haul tourism transfers with low-emission, 15-minute flights to hard-to-reach lodges or urban sites.

Fastjet and Jambojet, both low-cost carriers, shared how they are supporting affordable regional tourism travel. Fastjet is working to unlock short-haul leisure and VFR movement within Southern Africa, while Jambojet is enabling connections from key urban centres to leisure destinations domestically and looking to expand across borders.

Both carriers were frank about the challenges: high costs – especially fuel and fees – and policy inconsistencies remain major obstacles to route expansion and sustainable operations.

But here’s what’s really holding back new routes

One message came through clearly from multiple speakers: aviation routes don’t emerge automatically; they respond to coordinated signals across sectors.

The uncomfortable truth shared by airlines: they won’t launch routes based solely on demand projections. They need coordinated support from multiple stakeholders to justify the risk.

New or revived routes are more likely to succeed when tourism boards, private operators, and even individual lodges are willing to support launches through marketing partnerships or policy action. The message for tourism businesses was direct: demand data alone isn’t enough. Creative regional collaboration was framed as essential for unlocking new connections.

Infrastructure realities (the stuff that actually matters)

Airports that don’t scare tourists away

AviaDev speakers emphasised that airports are no longer just infrastructure; they’ve become part of the tourism experience. Many African airports are still seen as functional but not welcoming, while improvements in signage, customs processing, and arrivals areas are increasingly important to destination competitiveness. Some countries, like Rwanda and Namibia, were highlighted as already investing in guest-oriented airport experiences.

Visas: slow progress, but progress

The numbers show gradual improvement: 28% of intra-African routes are now visa-free, up from 20% in 2016. (Source: Visa Openess Index) Countries like Rwanda, Ghana, and Namibia now offer visa-on-arrival or e-visa programs. Despite this progress, many travellers still face barriers when planning multi-country itineraries due to inconsistent implementation.

The Single African Air Transport Market (SAATM) was mentioned frequently as a long-term framework with significant potential, but participants acknowledged it remained under-implemented as of 2025.

The key takeaway? Aviation is not a spectator sport

The conversations at AviaDev 2025 made clear that aviation in Africa is evolving, and tourism businesses have a real role in shaping what comes next.

There are opportunities for operators willing to design products for the Africa that’s emerging, not the one that exists today. Companies that actively engage with route development and adapt their offerings to emerging connectivity patterns will benefit first and most because every unserved route represents missed revenue for tourism businesses and missed opportunities for travellers.

Source: Atta.travel

Nairobi visitors can now request more than just an airport taxi or a boda ride through the Uber app. The company has introduced Uber Safari, allowing travelers to book a 4X4 Land Cruiser for KES 25,000, with space for up to seven passengers. Park entry fees are paid directly to the Kenya Wildlife Service (KWS).

The move has stirred debate in Kenya’s tourism sector. Tour driver-guides fear lost opportunities, tour operators are concerned about pricing and commissions, and travel agents are questioning what this means for their role as trusted advisors. Vehicle owners, meanwhile, are watching closely to see how the model unfolds.

For many, Uber Safari addresses a long-standing challenge: last-minute bookings. Delegates in Nairobi for meetings or conferences often want to visit Nairobi National Park before departing. Traditional arrangements through hotel desks, travel agents, or operators can collapse when group sizes shrink or payment delays occur. By contrast, Uber provides instant confirmation, secure payment, and standardized pricing, eliminating the need for multiple calls or cash transactions.

Industry experts say this convenience could help attract more visitors to the park. But they caution that technology cannot replace professional travel services. “Travel agents and licensed operators bring expertise, safety, and creativity to the safari experience,” noted one industry observer. “Uber may get people to the park, but agents and operators design the journeys that keep them coming back.”

The launch also raises regulatory questions. Kenya’s tourism industry is governed by rules requiring licensed operators, insured vehicles, and certified guides. Associations such as KATA (Kenya Association of Travel Agents), KATO (Kenya Association of Tour Operators), and TOSK (Tour Operators Society of Kenya) have stressed that compliance is essential to protect travelers and ensure fair competition.

Uber’s entry into the safari space could push the sector toward greater transparency and predictable pricing. At the same time, it challenges traditional operators to adapt by offering unique, high-value experiences beyond a simple game drive. Nairobi, after all, has more to offer than its famous park, from cultural immersions to culinary tours and nightlife.

As travel booking becomes increasingly digital and fragmented, Uber Safari represents both competition and opportunity. The consensus among industry players is clear: regulation must ensure fair play, while innovation and professionalism will determine who thrives.

Dubai-based Flydubai has expanded its presence in East Africa with the launch of new flights to Nairobi International Airport (NBO), Kenya. Starting on October 15, 2025, the airline will operate a four-times-weekly service from Terminal 3 at Dubai International (DXB) to Kenya’s capital. This move is part of the airline’s growing commitment to strengthening its operations in Africa and enhancing connections between the UAE and Kenya. In addition to the new service to Nairobi, flydubai will increase its Mombasaoperations to a daily service starting on October 1, 2025, bringing the total number of weekly flights to Kenya to 11. This expansion will support tourism, trade, and cultural exchange between the two countries, strengthening flydubai’s role as a key player in regional aviation.

Flydubai’s Growing Presence in Africa

Flydubai’s expansion into Nairobi is part of the airline’s broader strategy to enhance connectivity between Dubai and key African markets. Over the years, the airline has steadily grown its footprint in Africa, serving destinations across the continent, including Cairo, Addis Ababa, Dar es Salaam, and Zanzibar. With the launch of Nairobi, Flydubai now operates flights to 12 destinations in Africa. The airline’s network connects Dubai to many important African hubs, facilitating business, trade, and tourism between the UAE and the region.

The airline’s commitment to strengthening ties with Africa is evident in its growing number of destinations and increased frequencies. The new daily service to Mombasa, which was previously operated four times a week in 2024, reflects the rising demand for travel to Kenya from the UAE and beyond. Nairobi’s inclusion in the network marks a significant step in flydubai’s mission to provide more options for travelers looking to explore Kenya and the broader East African region.

Enhancing Connectivity for Business and Tourism

The launch of new flights to Nairobi and the increase in Mombasa services come at an opportune time, as both business and leisure travel between the UAE and Kenya continue to grow. Nairobi, known as a major hub for business and trade in East Africa, attracts many professionals seeking to connect with the region’s rapidly developing economy. The new flights will provide greater flexibility and convenience for business travelers flying between Dubai and Kenya’s capital, offering easy access to conferences, meetings, and trade events.

On the tourism front, Kenya’s vibrant culture, diverse landscapes, and wildlife are major draws for travelers from the UAE and around the world. Flydubai’s new services will make it easier for tourists to explore Kenya’s famous national parks, enjoy coastal resorts, and experience the rich cultural heritage of Nairobi. By enhancing connectivity, Flydubai is playing a key role in boosting Kenya’s tourism industry, which has been growing steadily over the past few years.

Strengthening Ties Between the UAE and Kenya

The new flights to Nairobi, along with the increased frequency to Mombasa, represent the airline’s commitment to strengthening the aviation connections between the UAE and Kenya. Moreover, highlighted the strategic role Dubai plays as a global aviation hub and expressed his pride in facilitating easier access for trade, tourism, and cultural exchange between the two nations.

A New Era of Travel Between Dubai and Kenya

Flydubai’s new flights to Nairobi and the increase in Mombasa services mark a significant milestone in the airline’s expansion into East Africa. These additions will enhance connectivity between Dubai and Kenya, supporting both business and leisure travel. With the ongoing growth of Kenya’s tourism industry and its increasing role as a hub for business in Africa, flydubai’s expanded operations are set to play a crucial role in connecting the UAE to one of Africa’s most dynamic regions. Whether for trade, tourism, or cultural exchange, these new routes will offer greater convenience and flexibility for travelers looking to explore everything Kenya has to offer.

Source: Travelandtourworld.com

Kenya Airways partnered with the Kenya Association of Travel Agents (KATA) to host a strategic Chairman’s Breakfast Meeting at Hotel Sapphire, Mombasa, drawing an impressive turnout of travel agents, and aviation stakeholders from across the Coast region.

The meeting, hosted by KATA Coast Liaison Patrick Kamanga, reflected the growing strength of the Coast Chapter, which continues to attract new members and drive industry momentum in one of Kenya’s fastest-growing travel and tourism markets.

Kenya Airways was represented by Country Manager, Rehema Ibrahim, who led the airline’s delegation in a comprehensive business update and interactive engagement with members. Rehema highlighted KQ’s current market strategies, regional operations, and customer-focused initiatives, while underscoring the airline’s commitment to supporting the trade in the Coast.

“Our partnership with the travel trade is critical to our success,” Rehema noted. “The Coast is an important hub for both domestic and international travel, and we are committed to working closely with agents here to deliver growth and enhanced service to travelers.”

KATA CEO Nicanor Sabula (Left)

The session featured a dynamic Q&A segment and a panel discussion where members engaged directly with Kenya Airways’ team, raising key issues around distribution technology, flight operations, and opportunities for strengthening regional connectivity.

KATA CEO, Nicanor Sabula, commended the turnout and reaffirmed the association’s support to the Coast Chapter. “The growth of this chapter is a clear sign of the vibrancy and potential of the Coast travel market. KATA is committed to empowering our members here with platforms for dialogue, advocacy, and collaboration that advance the sector as a whole,” he said.

KATA Members engaging in Q&A session

KATA Coast Liaison Patrick Kamanga echoed the sentiment, emphasizing the role of such forums in deepening collaboration between agents and airlines. “These meetings enable us to not only share insights but also to build the trust and partnerships that are vital for long-term sustainability in our industry,” he stated.

KATA Coast Liaison Patrick Kamanga

The Mombasa Chairman’s Breakfast meeting reinforced the shared vision of KATA and Kenya Airways: to foster stronger partnerships, drive innovation, and support the sustainable growth of Kenya’s travel ecosystem, with the Coast region at the forefront of this expansion.

Skyward Airlines has announced a major milestone with the addition of a newly refurbished Dash 8-400 turboprop to its fleet, signaling a powerful step forward in its mission to connect East Africa with unmatched efficiency, reliability, and comfort.

The acquisition is more than a fleet expansion, it reflects the airline’s unwavering commitment to regional connectivity and passenger satisfaction. Through De Havilland Canada’s prestigious OEM Certified Refurbishment Program, Skyward Airlines secured a Dash 8-400 that blends proven performance with modern upgrades. Every component has been rigorously inspected, upgraded, and certified to meet the highest international standards, ensuring travelers enjoy the safest and most dependable flights possible.

Designed to carry up to 76 passengers, the Dash 8-400 offers a spacious and comfortable cabin experience, transforming regional travel from a necessity into a pleasure. Its exceptional Short Takeoff and Landing (STOL) capabilities also open up routes to destinations that larger aircraft cannot reach, from bustling business centers to East Africa’s most pristine tourist gems.

Skyward Airlines emphasized that the aircraft’s advanced fuel efficiency supports both sustainability and affordability. “Our passengers deserve competitive fares without compromising the premium service that defines the Skyward experience,” the airline’s management stated.

This strategic investment is part of Skyward’s broader growth trajectory, positioning the carrier as a leading choice for discerning travelers seeking a balance of adventure and reliability. “We’re not just adding aircraft; we’re expanding possibilities,” the airline noted. “Every decision, from fleet selection to route planning, is guided by one principle, enhancing the travel experience while safely connecting the communities, businesses, and cultures that make East Africa extraordinary.”

The Dash 8-400 is just the beginning. As Skyward Airlines continues to grow its fleet and route network, it remains dedicated to making East Africa more accessible, more connected, and more prosperous, one flight at a time.

Book your flight with a certified KATA Agent here.

Dubai: For UAE business owners, travel is more than just flights and hotel stays. Face-to-face meetings still seal deals and build trust. A new study has found that Dubai ranks among the top 10 cities worldwide for combining productivity, convenience, and lifestyle.

Credit card provider Capital on Tap analysed 77 global cities on key business travel factors: Wi-Fi speed, hotel availability, dining costs, cultural experiences, and flight times from London.

Why Dubai stands out

• Connectivity: 23,607 free Wi-Fi spots and speeds of 265.5 Mbps make Dubai one of the most connected cities in the world.
• Accommodation: With 583 hotels, business travellers have no shortage of premium choices.
• Lifestyle: While meals (£60) and wine (£12) are pricier, the city offers world-class dining, leisure, and cultural attractions.
• Location: A 7-hour flight from London, Dubai is a natural hub for executives meeting partners across Europe, Asia, and Africa.

This mix of luxury, convenience, and global access keeps Dubai attractive for both entrepreneurs and corporate travellers.

How other cities rank

• Luxembourg City took the global top spot with high hotel density and plenty of cultural points of interest, plus short flight times from London.
• Amsterdam ranked second, offering fast Wi-Fi, strong infrastructure, and nearly 300 landmarks to explore after meetings.
• Prague placed third, popular for its affordability, with meals (£34 for two) and wine (£5) costing a fraction of Dubai’s prices.

Booming sector

Global business travel is recovering rapidly. Spending is forecast to hit £1.56 trillion by 2028, with companies increasingly prioritising international meetings and networking.

Alex Miles, Chief Operating Officer at Capital on Tap, said business travellers can stretch budgets further by:

• Using cards with no foreign exchange fees
• Earning rewards on flights, hotels, and meals
• Building loyalty benefits with airlines and hotel groups

For UAE companies expanding internationally, Dubai’s ranking reinforces its role as a global meeting point—offering the balance of productivity and lifestyle today’s business travellers demand.

Source: gulfnews.com

The Africa MICE Summit 2025 concluded last week at the Kenyatta International Convention Centre, drawing more than 2,500 delegates from across Africa, the Middle East, Europe and Asia. The three-day event, held under the theme “Catalyzing Trade and Investment Through Business Events,” highlighted the critical role of Meetings, Incentives, Conferences and Exhibitions in driving economic growth and integration on the continent.

L-R Mulemwa Moongwa, MPI Africa Project, Kezy Mukiri, Convenor of the Africa MICE Summit with PS. for Ministry of Tourism & Wildlife Hon. John Ololtuaa

The summit coincided with growing momentum around the African Continental Free Trade Area and underlined how business events can unlock new trade, investment and innovation opportunities.

During the conference, the Kenya Association of Travel Agents (KATA) took a strong position on the state of MICE in Kenya and Africa at large. KATA Chief Executive Officer Nicanor Sabula observed that while Kenya has the strategic location, air connectivity and established tourism brand to be a leading hub for business events, growth in infrastructure has been minimal. He noted that this challenge is not unique to Kenya but is evident across the continent, urging governments and industry stakeholders to prioritize long-term investments that can unlock Africa’s full potential.

Sabula stressed that MICE is not simply about hosting events but about building a marketplace for ideas, trade and investment. He explained that business events generate higher yields than traditional leisure tourism and provide year-round activity that sustains jobs and creates opportunities across hospitality, aviation, transport and the creative industries. For Kenya, which already ranks second in Africa for hosting international association conferences, the expansion of MICE capacity represents a crucial pathway to diversification and resilience within the tourism economy.

KATA also underscored the role of travel agents as enablers of the MICE value chain. According to Sabula, agents are more than intermediaries. They are solution providers who coordinate flights, accommodation, transfers and value-added experiences that ensure seamless delegate journeys. He emphasized that agents are the connectors of opportunity and play a central role in ensuring that the benefits of MICE tourism extend well beyond the conference halls.

Looking ahead, KATA has called for accelerated infrastructure investments, stronger regional connectivity, streamlined visa processes and enhanced professional standards for event organizers and travel service providers. Sabula emphasized that business tourism should not be treated as an afterthought but as a strategic driver of trade and transformation.

“The future of Africa’s economic integration and global competitiveness will, in many ways, be built around business events,” he said. “If Kenya and the continent invest deliberately in MICE, we will not only host conferences. We will host the future of trade, ideas and innovation.”