Buyer numbers were up 13% and exhibitor numbers up 8% on last year, when the forum was held in Malindi.

“The calibre of buyers is what makes Essence of Africa valuable to exhibitors,” said Amanda Margison, co-founder of Essence of Africa. “Every buyer is pre-qualified based on the destinations, experiences and standard of product their clients are looking for. We want African tourism businesses meeting international buyers who are in a position to sell what they offer.”

The international buyer delegation represented a mix of established and developing source markets for African tourism. Europe accounted for 39% of buyers, followed by the Americas (23%), Asia-Pacific (19%) and Africa (18%), with a small delegation from the Middle East. The USA, India, South Africa, China, Poland, France, Mexico, Germany and Brazil were among the most strongly represented countries.

The 162 exhibitors represented a range of African tourism businesses, with accommodation providers accounting for 61% and destination management companies and tour operators a further 25%. Experience providers, transport companies and tourism organisations were also represented. East African businesses made up 79% of exhibitors, reflecting strong participation from the host region.

What International Buyers Want from African Suppliers

In five regional Market Buzz sessions, international buyers told exhibitors what is changing in their source markets. Among the findings this year was evidence that some assumptions about international travellers need revisiting. Chinese buyers reported growing interest in smaller groups, longer stays and experiences involving local communities. Australian buyers pointed to another shift, with concerns about overcrowding at popular wildlife sightings beginning to influence booking decisions.

Buyers stressed the importance of adapting products to individual markets. Italian-speaking guides remain important for Italian travellers, while Indian buyers highlighted vegetarian catering, transparent park fees and flexible cancellation terms. Conservation remained an important consideration, although buyers cautioned that environmental credentials alone would not necessarily justify a higher price.

Supplier responsiveness was another recurring concern. Buyers said slow replies and incomplete quotations could cost businesses bookings, even when their products were otherwise attractive. Communication preferences also differed between markets, with Chinese agents favouring WeChat and UAE agents expecting prompt responses through WhatsApp.

The growing African travel market was identified as an opportunity that deserves greater attention from tourism businesses. Buyers called for products designed around African travellers’ preferences and quotations in their own currencies, which they said makes customers feel valued. They also questioned why African travellers are so often treated as a secondary market to international visitors. High regional airfares and visa requirements remain obstacles, but buyers argued that the industry itself could do more to attract customers from within the continent.

The Middle East session challenged another familiar assumption. Alongside traditional luxury travel, panellists reported growing interest from groups of women travelling together, younger visitors seeking adventure and wellness holidays, and expatriates living in the Gulf. Catering for Muslim travellers goes well beyond halal food. Spas can tell guests what their treatments contain, hotel boutiques can stock modest swimwear, and women need access to prayer facilities, which even in predominantly Muslim destinations are often designed for men. Zanzibar is working towards a halal certification framework, but panellists stressed that observance varies, and operators should ask each guest what they need.

Other opportunities identified during the discussions included Poland’s incentive travel market and leisure itineraries linked to international conferences.

Taking International Buyers into African Destinations

Taking the forum to a different African destination each year allows international buyers to experience places they may be less familiar with, while introducing host destinations and their tourism businesses to potential trade partners.

Virginia Messina, Group CEO of ATTA®, hosted the Destination Zanzibar session, sponsored by Profitroom, with Hakeem Kimara of the Zanzibar Commission for Tourism, Omar Mussa Omar of the Zanzibar Investment Promotion Authority and Chris Nader of ENVI Lodges. The panel discussed investment, regulation and responsible growth across the archipelago, and the Commission encouraged buyers to look beyond its established beach tourism offering. Kimara made the case for Pemba, where the authorities are seeking to attract greater tourism interest.

“Unguja is the Zanzibar we know, and Pemba is the Zanzibar we need to discover,” he told delegates.

Two further sessions introduced buyers to Zanzibar businesses that supply the hospitality sector and host visitors. In a session sponsored by SiteMinder, The Kanga Project, Mamas of Zanzibar and Mwani Zanzibar spoke about their work in traditional crafts, food tourism and seaweed farming. Beyond the Baseline: Zanzibar’s Positive Impact Pioneers was sponsored by ResRequest and moderated by Joy Mbatau of The Long Run. It featured Blue Impact Network, CHAKO, Chumbe Island Coral Park and Msonge Organic Family Farm, covering marine conservation, waste reduction and local sourcing.

“One of the opportunities for African destinations is to bring more local businesses into the tourism economy,” said Chris Mears, co-founder of Essence of Africa. “In Zanzibar, we heard from people who have built visitor experiences around activities that are already part of island life, from cooking to seaweed farming. These are businesses with something distinctive to offer, and the international travel trade has an important role in helping them reach customers.”

Working with its destination partners, Essence of Africa arranged 14 familiarisation itineraries for 77 international buyers ahead of the forum, from 17 to 19 October. The trips took buyers to Stone Town, spice farms, Jozani Forest, Chumbe Island and local enterprises, introducing them to experiences they could include in future itineraries for their clients.

Sports tourism also featured at the forum, with delegates taking part in a 5km beach walk and 10km run on 21 October in partnership with Uganda’s Rwenzori Marathon. Led by marathon founder and Essence of Africa Advisory Panel member Amos Wekesa, the event drew attention to opportunities for African tour operators to develop packages around sporting events, including holidays that combine race participation with safaris and other experiences. With Kenya, Tanzania and Uganda preparing to host the 2027 Africa Cup of Nations, sports tourism is a timely market for the region to explore.

“Every edition adds another destination to the network we’re building between Africa and its source markets. Nairobi, Malindi and now Zanzibar have each opened their doors to the international trade, and the relationships carry on long after the show. We’re grateful to Diamonds Bijoux, a Planhotel Hospitality Group property, and to all our partners for making this edition possible,” concluded Margison.

Essence of Africa will return in 2027, with dates and the host destination to be announced.

https://essenceofafrica.travel/

AURUM Africa marked a defining moment in its journey on 22 August when it formally welcomed 24 employee shareholders at a ceremony held at One&Only Cape Town.

Held under the theme “Shaping the Future of Inclusive Tourism”, the AURUM Africa Shareholder Officiating Ceremony brought to life a powerful belief: the people who create exceptional travel experiences deserve to share in the value they help build.

The 24 shareholders each own an equal, direct stake in Zamara Investments, a private company that holds 20% of AURUM Africa. Zamara Investments serves on the AURUM Africa board and exercises voting rights, making the arrangement one of genuine ownership and participation rather than profit sharing.

“This represents far more than a corporate milestone,” said Mohamed “Mo” Baba, founder and Group Managing Director. “Genuine transformation requires us to move beyond rhetoric and establish structures through which people can participate, contribute and own a share of what they build.”

With more than 30 years of experience in African tourism, Baba has worked extensively across ground operations, luxury travel arrangements and complex transport logistics. His track record includes building Ilios Travel, which before Covid-19 employed 255 permanent staff nationally, including 154 drivers and guides.

Baba also founded Travel Black and Africa Calling and speaks on tourism transformation and employee ownership. In 2026, he authored The Extraction Playbook, a free resource sharing lessons from his entrepreneurial journey and how to protect what you’ve built.

Under Baba’s leadership, AURUM Africa has positioned itself as a brand with heart and conscience, combining quality and value to offer discerning travellers authentic, seamless experiences without unnecessary extravagance. The company launched in April 2025 and began trading in June. By March 2026, ten months after commencing operations, it had achieved a profitable trading result – a significant milestone for a new business in an industry where sustainable profitability can take several years.

AURUM Africa currently employs 52 people and expects to reach its full complement of 70 by 2028. The business is also expanding its national logistics footprint through operations in Hoedspruit, Hazyview, Durban, and Gqeberha (Port Elizabeth).

AURUM Africa also forms part of the expanding AURUM Group, alongside Travel Black and Africa Calling, which currently employ 20 people each. By 2028, these businesses are expected to employ 40 and 50 people respectively. A fourth business is planned for September 2027, launching with 50 employees and growing to 100 in 2028. The AURUM Group projects a workforce of 300 permanent employees across four brands by 2029.

The Group’s growth is underpinned by a commitment to inclusive enterprise development and empowering Black women in tourism. In August, it launched its enterprise and supplier development (ESD) programme through its first partnership with Grace Destinations, led by Chantal Groenewald in the Cape Winelands.

“A more inclusive tourism industry will not emerge by chance; it must be designed intentionally,” Baba said. “Through shared ownership, responsible growth and genuine local partnerships, we want to demonstrate that commercial excellence and transformation can strengthen one another.”

The ceremony signalled the beginning of a new chapter for AURUM Africa and its shareholders. As the company looks ahead, it aims to help shape a tourism industry in which those who create value share in it – and in which travel enriches visitors while delivering lasting benefits to the people and places that make each journey possible.

The initiative will centre on strategic skills development, supporting women across the tourism sector to build the confidence, knowledge and networks to grow their careers and contribute to the industry’s future. 

While the global share of tourism and hospitality board seats held by women doubled from 16% in 2013 to 33% in 2025, representation still thins out at the top. A recent World Travel & Tourism Council study shows that they hold just 42% of mid-management positions and only 7% of CEO or chair roles. 

“As demand accelerates globally for inclusive leadership in travel and hospitality, we’re working to ensure that the effective upliftment of women in tourism remains a priority,” said Megan De Jager, Portfolio Director for Travel, Tourism and Sports at RX Africa. 

Voted Mentor of the Year at the 2026 Women in MICE Awards, De Jager believes genuine progress in gender empowerment calls for more than creating leadership opportunities for women. It requires intentional focus on professional development and support to help them succeed when they get there. 

“Women have an enormous role to play in deciding our industry’s future, but leadership is not only about the positions we hold. It is also about having the confidence to use our voices, share our ideas, and recognise the value we bring,” she added. 

Amongst the planned highlights for WiT 2027 is “Empowering Female Leadership in Tourism”, an interactive workshop exploring high-impact topics including strategic decision-making, adaptive leadership, personal and corporate branding, mentorship and networking.  

This dedicated session will follow the Women in MICE Breakfast, welcoming women working across the meetings, incentives, conferences and exhibitions sector and providing a platform to launch new categories for the Women in MICE Awards 2027. Further details will be announced closer to the show.  

This Women’s Month, the message is clear: women already represent one of tourism’s greatest resources. WTM Africa 2027 aims to create more opportunities for them to develop their skills and step forward with the confidence to contribute at every level of the industry. 

The newly created role reflects an evolution of Jo’s current remit as Global Head of Account Management and FCM Consulting, and FCM’s continued focus on ensuring customer needs and perspectives remain central to how the business grows. Reporting directly to Melissa Elf, Global Managing Director of FCM, Jo will shape and lead FCM’s global customer strategy, championing the customer perspective in strategic decision-making. 

“Our customers are evolving – they expect us to show up on a truly global level, bring the right product mix and sharper solutions to the table, and help them get real traction on the change they’re trying to drive in their businesses. This appointment builds on the strength we already have, while helping all of us solve harder problems and deliver value, together.” 

– Melissa Elf, Global Managing Director, FCM Travel

In the role, Jo will own the end-to-end customer lifecycle – spanning health, retention, growth and value realisation – and will continue to lead Account Management and FCM Consulting under one unified vision. She will take a broader programme management view of customer needs, helping them to get ahead of the technology, service and content complexities reshaping travel – from AI to increasingly intricate supplier and content ecosystems – and turning customer insight into proactive action. 

Jo brings extensive experience in customer management, consulting and strategic account leadership to the role. Having spent her entire career in corporate travel, she developed her expertise over more than 15 years within a travel management company environment, becoming an innovator in preferred supplier managed programmes, before taking on consulting roles. Jo joined FCM Travel in 2021 and has since helped build FCM Consulting into a market differentiator and shaped how the company delivers customer value. 

“Customers want more than a supplier – they want a partner who understands their business, wherever they operate. That’s exactly what this role is about – connecting the dots across FCM globally so our customers get consistency, ownership and real value. 

Corporate travel is changing fast, and many of our customers are facing genuinely difficult choices about how they move forward. I’m excited to build on the strong foundations we already have across FCM Consulting and Account Management, helping our customers navigate those decisions with confidence and embrace the future of corporate travel.”

– Jo Lloyd, Chief Customer Officer, FCM Travel 

“Congratulations to Jo on the new role. Her belief in keeping the customer at the centre of every decision resonates strongly with us in South Africa, where our clients are navigating the same shifts around AI, supplier complexity and duty of care. This role gives them the reassurance of a truly global standard, delivered with the local knowledge and personal service our teams are known for.”

–  Mummy Mafojane, General Manager, FCM Travel South Africa

As ASATA celebrates its 70th anniversary, they’re opening their archives and inviting us to revisit the milestones that modernised the industry – and changed how South Africans travel. 

1. 1956: Travel agencies become part of the journey

In 1956, ASATA was established as the first formal body to represent South African travel agents and elected Jim Finlay as its first chairman. At the time, travel agencies were essential to planning a trip, handling everything from tickets and passports to visas and even foreign currency. There was no such thing as booking it all yourself.

2. 1959–1971: The world gets easier to reach

The arrival of the first American Express plastic charge card in 1959 transformed international travel. Instead of carrying cash or travellers cheques, travellers could pay for flights, accommodation and everyday expenses with a single card. The arrival of the Boeing 747 in 1970 made long-haul travel more accessible than ever before, and in 1971, SAA rounded things off with SAAFARI, its very own automated reservations system – basically the ancestor of every booking app on your smartphone today.

3. 1972: A genuine world-first

In 1972, just one year after Japan pioneered IATA’s Billing and Settlement Plan (BSP), South Africa became the second country in the world to adopt it. The same year, ASATA elected its first president, John Bing, and successfully negotiated an increase in domestic airline commission from 5% to 7%.

*BSP is the standardised system that keeps ticket sales, reporting and payments between agents and airlines from descending into chaos.

4. 1978–1985: Regulation, insurance and the ticketing shake-up

Between the late 1970s and early 1980s, ASATA really rolled up its sleeves. The association helped draft the bill that became the Travel Agent and Travel Agencies Act (1983) and teamed up with SAA to introduce automatic ticket printing. It also negotiated an exclusive traveller insurance (Travelsure) and secured a 15-day BSP settlement period, modernising how travel agencies operated behind the scenes.

5. 1992–1994: Ethics and deregulation

During this timeframe, ASATA introduced its first Code of Conduct, reinforcing ethical standards across the industry. Just two years later, the Tourism Bill repealed the Travel Agent and Travel Agencies Act, ushering in a new era of competition and deregulation.

6. 1993–1998: A changing landscape

The repeal of marital power meant married women could finally open bank accounts, obtain credit cards, sign contracts and pay for travel independently without their husband’s consent. In 1998, ASATA elected its first Black president, Kananelo Makhetha, reflecting the transformation of both the association and South Africa itself.

7. 2001: Flying would never feel the same again

Before 9/11, passengers could arrive at the airport shortly before departure and loved ones could accompany them to the boarding gate. Then everything changed. Security tightened everywhere, and “arrive three hours early” became gospel.

8. The 2000s: Reinvention begins

During this time, smartphones, social media and online booking platforms completely transformed how people researched, booked and shared their travels. In 2005, ASATA elected its first woman president, Amanda Harrod, and as airline commissions shrank, professional service fees models filled the gap.

In 2010, the FIFA World Cup showcased South Africa to billions of people across the globe as a world-class tourism destination, proving that this country knows how to host a good party.

Throughout the 2010s, ASATA engaged government on unabridged birth certificates for minors, worked with National Treasury on cost containment measures, secured legal guardrails for pricing transparency, and helped determine the VAT treatment of international tickets through a favourable Constitutional Court outcome in 2020.

9. 2020: When travel stopped

COVID-19 became the greatest crisis the travel industry had ever faced. Borders closed, airlines grounded fleets and refunds became a lifeline for travellers. ASATA worked tirelessly to support members through SAA’s business rescue (2019-2022) and advocate for border reopening.

10. 2023 and beyond: Buckle up for the next chapter

Today, AI, digital borders and new traveller expectations are reshaping travel once again. Yet one thing has remained remarkably consistent: When flights are cancelled, visas become complicated or plans fall apart, people still turn to trusted travel professionals for guidance.

“That belief has guided ASATA since 1956,” says ASATA CEO, Otto de Vries. “Seventy years later, it remains at the heart of South African travel. In all that time, credible expertise never went out of fashion, and I suspect it never will.”

Global travel tech firm Aeronology launched in South Africa today, introducing the country’s first fully agnostic travel distribution platform. The innovation gives travel advisors a single screen to search, book, ticket and service flights, ending the need to switch between disconnected systems to find and manage the best fares for clients.

The launch responds to a problem the industry has been vocal about for the past years: airlines’ New Distribution Capability (NDC) content is fragmented across different systems, so advisors often have to follow a different process every time a flight needs to be changed or refunded, depending on where the booking was made.

The Aeronology platform brings Travelport, Sabre, Amadeus, NDC and low-cost carrier content together in one fully serviced environment, including rebooking, reissuing, voiding and refunding, all from a single screen. Critically, no prior GDS experience is required to use it: any advisor who signs up gains full access to GDS, LCC and NDC content in one place, with complete control over booking, ticketing, refunds and ancillaries from day one.

The platform is built to serve every tier of the trade: individual advisors with little or no GDS experience, who gain full booking and ticketing capability without needing IATA accreditation of their own, GDS-experienced advisors who need a proper servicing and ticketing engine, and IATA-accredited host agencies managing large networks of independent advisors under a single set of contracts. Advisors see their commission in real time as they book, and can call on 24-hour telephone support whenever they need it.

“I have always been passionate about the future of online travel in Africa,” said Rian Bornman, who is spearheading Aeronology’s entry into the market. “After evaluating the leading systems available globally, I could not be prouder to bring what I believe finally provides South African travel advisors full control in one place. Juggling multiple portals just to change a flight I think has been overwhelming and this technology gives the advisor time back, allowing them to focus on their clients rather than fighting with fragmented technology.”

The timing is significant. According to ASATA CEO Otto de Vries, an industry survey found that 82% of South African travel advisors identified managing multiple platforms as one of their biggest operational challenges.

“This could not come at a more critical time,” said de Vries. “Our members have told us, clearly and consistently, that managing multiple, disconnected booking systems, and increasingly fragmented NDC content, is one of the biggest operational burdens they face. The industry needs solutions like this, and it needs them now.”

“We have been looking for the right partner to introduce what we believe is the world’s leading ticketing and fulfilment platform to Africa,” said Aeronology CEO Pete Egglestone. “Rian’s experience in online travel, distribution and travel technology makes him uniquely positioned to lead our growth across the continent.”

Bornman is no stranger to disruption and innovation. Over the past decade, he has built one of South Africa’s most talked-about travel businesses from the ground up, and has spent his career pushing the boundaries of how South Africans access and book travel online.

To bring Aeronology’s platform to the South African market, Bornman and Aeronology CEO Pete Egglestone signed a partnership agreement on 3 August, marking the company’s formal entry into the African market. South African travel advisors interested in trialling the Aeronology platform can register their interest at www.aeronology.travel. Designed with flexibility in mind, Aeronology can be implemented as an immediate go live solution or introduced alongside an advisor’s existing system, enabling for a seamless transition. 

The expanded schedule marks a significant boost to the destination’s air connectivity, enhancing travel options and supporting continued growth in visitor arrivals from key international markets.

The additional service will operate as part of the airline’s winter schedule, with the second daily flight arriving at Seychelles International Airport at 4:20 p.m. and departing for Addis Ababa at 5:50 p.m. The route will be served by a Boeing 737 aircraft, configured with 16 Business Class seats and 138 Economy Class seats, adding more than 1,000 seats per week to the market.

Ethiopian Airlines currently operates a daily non-stop service between Addis Ababa and Mahé.

Flights depart Addis Ababa Bole International Airport at 9:30 a.m. local time and land in Seychelles at 2.20 p.m., after a flight of approximately three hours and 50 minutes. The return flight bound for Addis leaves at 5.15p.m. Passengers are able to enjoy the airline’s full range of onboard services, including meals, in-flight entertainment and the ShebaMiles frequent flyer programme.

Welcoming the announcement, Chief Executive Officer of the Seychelles Tourism Board, Vesna Rakic, described the additional service as a significant milestone in strengthening the destination’s international air connectivity.

“Ethiopian Airlines has become an important partner in Seychelles’ efforts to diversify its source markets, and the introduction of more than 1,000 additional seats per week will provide a welcome boost to the destination,” she said.

“The additional capacity, particularly during the festive season, will offer travellers greater flexibility and more options when planning their holidays. It aligns perfectly with our market diversification strategy and our objective of improving accessibility to Seychelles.”

– Ends –

About Tourism Seychelles

Tourism Seychelles is the official destination marketing organisation for the Seychelles Islands. Committed to showcasing the islands’ unique natural beauty, cultural heritage, and luxurious experiences, Tourism Seychelles plays a pivotal role in promoting Seychelles as a premier travel destination worldwide.

SATSA, the voice of inbound tourism in Southern Africa, has unveiled the full programme for its flagship annual conference, bringing together an exceptional line-up of business leaders, destination specialists, conservation pioneers, hospitality executives and tourism innovators to explore the opportunities and challenges shaping the future of tourism in the region.

Taking place from 19–21 August 2026 at Southern Sun Cape Sun, the conference will provide a platform for industry collaboration, strategic discussion and practical insight at a time when tourism businesses are navigating changing global markets, technological advances, conservation priorities and evolving traveller expectations.

Among those taking to the stage are some of South Africa’s most respected business, destination and tourism leaders, including Marcel von Aulock, Chief Executive Officer of Southern Sun; Adrian Enthoven, Executive Chairman of Yellowwoods and Family Owner of Spier Wine Farm; Graham Wood, Chief Executive Officer of the V&A Waterfront; Alderman James Vos, Mayoral Committee Member for Economic Growth, City of Cape Town; Enver Duminy, Chief Executive Officer of Cape Town Tourism; and Rashid Toefy, Deputy Director General: Economic Development and Tourism, Western Cape Government.

Joining them are respected leaders from organisations including SANParks, Rhino Africa, Africa’s Eden, Wesgro, Dream Hotels & Resorts, the Tourism Grading Council of South Africa, Nielsen Sports, Londolozi, Wild Wings Safaris, Isibindi Africa Lodges and Motsamayi Tourism Group, reflecting the breadth of expertise represented across the programme.

The programme explores some of the defining issues shaping tourism today, including:

• SANParks at 100: Legacy, Growth and the Road Ahead
• The South African Business Landscape: Navigating Change and Creating Opportunity
• The V&A Waterfront: Reinvention, Relevance and the Road Ahead
• Panorama Reimagined & Wild Eastern Cape: Destination Reinvention and Regional Competitiveness
• The Collaboration Advantage: How Government and Industry Are Building a Common Roadmap for Tourism Growth
• Beyond the Middle East Horizon: New Markets, New Routes and the Courage to Grow
• Reimagining Tourism, Together: Building a More Competitive, Connected and Inclusive Southern Africa

According to SATSA CEO David Frost, the conference has been designed to bring together the ideas, people and partnerships that will help shape the future of tourism.

“Tourism has always been one of South Africa’s greatest strengths, but the environment in which we operate is changing rapidly. Success will increasingly depend on our ability to collaborate, adapt and embrace new ways of thinking. SATSA Conference 2026 brings together the people, ideas and partnerships that will help shape tourism’s next chapter. More than a conference, it is where our industry comes together to challenge thinking, build relationships and create momentum for the future.”

SATSA Chairperson Oupa Pilane said the programme reflects both the diversity and strength of Southern Africa’s tourism sector.

“This year’s programme has been carefully curated to bring together some of the most influential voices from across business, conservation, government and tourism. By creating space for meaningful dialogue and practical insight, we hope delegates leave not only inspired, but equipped with new ideas, stronger partnerships and renewed confidence in the future of our industry.”

The full conference programme and registration details are available here.

About SATSA

SATSA is the voice of inbound tourism in Southern Africa, representing over 1,200 quality assured members across the tourism value chain. As a trusted mark of credibility, SATSA-member businesses are vetted annually with stringent financial checks and adhere to a strict Code of Conduct, ensuring high ethical and operational standards. SATSA continually works to promote responsible tourism and protect travellers from fraudulent activity within the industry. https://www.satsa.com/

Media Contact

Kim Taylor | Strategic Communications and Marketing Manager, SATSA

kim@satsa.co.za

The return of these services, beginning this week with Qatar Airways on 16 June and Turkish Airlines on 17 June, significantly enhances global connectivity and visitor access during the traditionally quieter summer months.

Qatar Airways is the first of the three carriers to resume operations to Seychelles this summer, with its return to Seychelles International Airport at Pointe Larue marking the start of an expanded summer schedule. From 16 June 2026, the airline will operate four weekly flights on Tuesdays, Thursdays, Saturdays, and Sundays, further strengthening Seychelles’ links through Doha and providing convenient connections to more than 150 destinations worldwide.

Adding to the positive momentum, Turkish Airlines has resumed flights to Seychelles, marking its first summer operation to the destination in three years. Previously, the airline served Seychelles seasonally between late October and March before suspending services during the summer period. The carrier will operate three weekly flights using an Airbus A330-300, connecting Seychelles to Istanbul; one of the world’s largest aviation hubs and a key gateway to Europe, Asia, the Middle East, and North America.

As Turkish Airlines reintroduces its summer programme, the airline has implemented minor schedule adjustments during the initial launch period for commercial reasons. Until the week commencing 6 July, flights will operate twice weekly on Wednesdays and Sundays. Thereafter, the airline will increase operations with an additional weekly flight on Fridays, bringing the total to three flights per week.

The Russian market will also receive a welcome boost with Aeroflot scheduled to resume services on 8 July 2026. The airline will operate two weekly flights on Wednesdays and Saturdays, restoring additional seat capacity from one of Seychelles’ important source markets and providing greater travel options for Russian visitors seeking direct access to the islands. Commenting on the enhanced connectivity, Seychelles Tourism Board Chief Executive Officer, Ms Vesna Rakic, said:

“At a time of intense global competition for travellers, the decision by Qatar Airways, Turkish Airlines and Aeroflot to expand their presence in Seychelles is a strong endorsement of our destination. Improved air connectivity is key to tourism growth, giving travellers more choice while strengthening access from Europe, the Middle East, Asia and Russia.”

She further added; “We sincerely thank our airline partners for their continued confidence in Seychelles. Their support is essential to maintaining strong international links and driving the success of our tourism industry. We are also encouraged by ongoing discussions within the aviation sector, with the potential for further positive developments in connectivity. While official confirmations are still pending, the outlook is highly promising. Together with our airline and trade partners, we remain focused on driving demand and supporting the long-term success of air services to Seychelles. “

With increased summer capacity from key international gateways, Seychelles is reinforcing its position as one of the most accessible island destinations in the Indian Ocean. Improved air access remains a critical factor in driving visitor arrivals, and the additional capacity provided by these airlines will support demand from multiple markets while offering greater flexibility and convenience for travellers choosing Seychelles.

Munetsi gave the figure at a side event co-convened by the SADC Secretariat and the Southern Africa Tourism Alliance (SATA) at Africa’s Travel Indaba 2026 in Durban. Visas, border efficiency and air access were all on the agenda, three angles on the same challenge. As SATA Project Lead Natalia Rosa told delegates, “Regional connectivity is the single most important strategic conversation the tourism sector should be having right now. Every other conversation, about brand, about positioning, about the growth of our visitor economy, is downstream of it.”

The machinery to achieve the goals set out in the SADC Tourism Programme 2020-2030 is moving. The SADC UniVisa is working through the inter-ministerial process towards the Heads of State Summit in August, a border post audit begins in July, and the air access study is complete and under review.

What industry is asking for

The private sector used the session to table proposals. Munetsi called for aviation policy, taxation and pilot licensing to be aligned across the region. Jillian Blackbeard, CEO of Africa’s Eden Tourism Association, proposed a SADC-wide border training programme with dedicated tourist channels and consistent procedures at crossings, the kind of standard the July audit could adopt.

Dimakatso Malwela, President of Women of Value Southern Africa, took the conversation somewhere it usually does not go. Her proposal, a supply development pilot across three to five member states, would bring women-led businesses into the tourism value chain and report measurable results inside twelve months. Her point was that connectivity moves visitors, but it does not decide who earns from them.

A live delegate poll showed where the consensus lay. New intra-regional air routes and one-stop posts at the busiest crossings were named as the changes most likely to shift things within two years.

The case for Team Tourism

“Team Tourism” kept coming up, because the reforms now under way only work when government and industry pull in the same direction. Governments can set the visa frameworks, the border procedures and the aviation policies, but none of it reaches a visitor unless the private sector is ready to act on it: itineraries built, operators briefed, agents able to sell the region as one place, not one country at a time.

Tshifhiwa Tshivhengwa, CEO of the Tourism Business Council of South Africa and SATA Chair, put the obligation on both sides. “Apex bodies across SADC must commit to coordinated action,” he said. “Governments cannot respond to fragmented briefs.”

On the UniVisa, the ICT systems, legal frameworks and revenue-sharing models are built, benchmarked against the KAZA UniVisa and the East African Tourism Visa. The founding group of Angola, Mozambique, Namibia, South Africa and Zimbabwe provides a strong foundation for a pilot, and the August Summit is one of several moments where the pilot could be formalised.

A shared visa already makes travel between Zambia and Zimbabwe easier, so the model is proven. Scaling it is a step only government can take. The UniVisa needs an implementation roadmap and a go-live date. The air access study needs a public position on what proceeds, and by when. The July border audit is the moment to ensure training translates into consistent regional standards.

The private sector is getting ready, which is why SATA will keep pressing for all three together. A visa with no routes behind it, or open borders with no air access to use them, helps no one. Move them as one, hold every party to its part, and Southern Africa finally connects itself.