On Friday, 20th February, Airports of Thailand announced that they would increase the current outbound passenger service charge (PSC) for international flights by nearly 50 percent.

From 20th June 2026, those flying overseas from Suvarnabhumi, Don Mueang, Phuket, Hat Yai, Chiang Mai, and Chiang Rai will need to pay 1,120 baht (slightly over US$36) instead of the 730 baht (US$23.51) currently tacked onto their flight fares.

But, as with all taxes and fees charged to the general public, this announcement has faced significant backlash as both officials and travellers ponder if higher fees will mean improved services and facilities at AOT airports.

For now, the response given by AOT states that additional revenues will go into a number of airport expansion projects, including the new terminal being built at Bangkok’s Suvarnabhumi Airport.

Interestingly, this decision was approved last 3rd December 2025 but only made public last week.

As a result, members of the public have been calling out the impending implementation, resulting in a number of comments on social media.

One commenter went so far as to say:

“This is a mistake. Where do they think money is coming from? I think immigration is the only thing they can control and make a spectacle of, but what do they think the Thai economy is based on?”

Why and why now?

Those who have voiced significant opposition against the increase pointed out one crucial development that supporters seem to have forgotten: Thailand has seen a 7.53 percent decrease in foreign arrivals in the first half of Q1-2026, and arrival numbers as of 14th February are down 7.2 percent from where they were at the same time last year.

This prompted sharp criticism from Samart Ratchapolsitte, former deputy leader of the Thai Democratic Party, who decried how the increase will make AOT airports more expensive than their counterparts overseas.

Those supporting the increase have reiterated that the raison d’etre behind it is improved infrastructure for the country’s primary aviation hubs; after all, any major infrastructure expansion initiative requires a staggering amount of capital.

Going by the User Pays principle, supporters argue that those who benefit from airports ought to help finance their development and / or refurbishment. 

Is it necessary at this point?

Going by Thai lawyer and columnist Victor Wong’s recent piece for Pattaya Mail, airport revenues are divided into two main categories: aeronautical revenue and non-aeronautical revenue.

The former is made up of passenger charges, landing or departure fees, as well as service fees charged by individual airlines.

The latter, on the other hand, is taken from retail concessions at airports, duty-free shops, out-of-home on-site advertising spaces, hospitality, and logistics.

In recent years, many of the world’s leading airports are shifting their dependence from aeronautical to non-aeronautical revenue as the latter generates greater profits without encumbering travellers with additional fees or taxes.

As Wong puts it: “The stronger the commercial ecosystem inside and around an airport, the less pressure there is to raise passenger fees. The PSC increase therefore invites a policy question: Has Thailand sufficiently diversified its airport income streams, or does passenger charging remain the primary lever for funding large scale expansion?”

Wong further opined that, if Thailand is still relying on passenger charges to fund relevant initiatives, then AOT’s revenue model is structurally imbalanced and will be a cause of greater stress on travellers moving forward.

Interestingly, Thailand isn’t the only country coming under flak for its departure taxes; it will be recalled that the Philippine airport system was called out numerous times for the nearly US$30 travel tax charged per traveller, ostensibly to fund airport maintenance.

That tax has been hit by critics numerous times, especially given how maintenance at Philippine airports has been seen as more cosmetic than functional, but the protests have led to the filing of a bill abolishing the said tax on Monday, 23rd February.

Wait and see

But going back to Thailand, the matter isn’t so much an argument over the increased amount as it is about whether or not such charges are necessary.

As experts put it, it’s also a question as to whether or not the country’s airport revenue framework is both sustainable and properly diversified.

Especially given recent developments regarding tourist arrival numbers, perhaps this decision needs to be put on the back-burner and given more thought prior to implementation.

After all, as with everything in this world and especially where public policy is involved, it is always better to be safe than sorry.

Last week’s technical outage of Navitaire — a key reservation and passenger service system owned by the Amadeus IT Group — exposed the deep systemic risk created when modern aviation depends on centralised digital platforms. The disruption affected airlines across India, the Asia-Pacific region, and parts of Europe, forcing carriers to fall back on manual check-ins and boarding processes during peak travel hours.

Though the issue was resolved within about an hour, the episode serves as a powerful reminder: even brief interruptions in core IT systems can ripple rapidly across an industry where precision and timing are everything.

A Global Outage, Local Consequences

Navitaire provides critical back-end technology — including reservations, departure control, check-in, and boarding services — for many low-cost and hybrid carriers globally. During last Thursday morning’s outage, these services briefly went offline at airports such as Delhi’s Indira Gandhi International Airport, resulting in long queues and slower passenger processing as airline staff reverted to manual procedures.

The outage occurred during two key windows — first from 6:45 a.m. IST to 7:28 a.m. IST, and then intermittently between 8:10 a.m. and 8:25 a.m. — coinciding with a busy departure period that amplified the operational strain.

Major carriers using Navitaire’s platform in India — including IndiGo, Akasa Air, SpiceJet, and Air India Express — were impacted, while Air India, which uses a different system, was largely unaffected. On the subject Julian Fish,  SVP & Head – Aviation Operations Solution at IBS Software said: “Navitaire’s system outage puts airlines’ ability to handle disruption under the spotlight. Carriers are now under real pressure to manually process passengers, rebook those affected, and manage the disruption caused to later departures. This is far from simple – especially when many airlines still rely on outdated or rigid IT systems that amplify, rather than absorb, the shock of an outage. Disruption is a daily operational reality, but without modern technology that gives ops teams instant visibility, supports rapid decision‑making, and enables clear communication with passengers, airlines risk prolonged delays and further erosion of customer trust.”

Why Centralised Systems Are a Double-Edged Sword

Centralised passenger service systems like Navitaire’s New Skies platform bring substantial benefits: unified data management, cost efficiencies, real-time visibility, and modern retailing capabilities such as dynamic pricing and ancillary sales. These features help airlines compete and innovate in a crowded market.

However, this centralisation also creates a single point of failure that can ripple across carriers and regions when something goes wrong. In this outage, airlines had to switch rapidly to manual processes, highlighting how dependent day-to-day operations are on continuous system availability.

Lessons and Imperatives for the Industry

To elevate resilience, aviation stakeholders must look beyond traditional IT redundancy and adopt holistic contingency planning, including:

1. Distributed & Hybrid Architectures

Cloud-native systems with regional failover and microservices design can reduce the chance of a single outage halting global services.

2. Crisis Playbooks & Training

Front-line staff should rehearse manual work-arounds and role-specific responses so transitions during outages are smooth and consistent.

3. Real-Time Passenger Communication

Automated alerts and clear messaging help maintain customer trust and reduce congestion and frustration when technology falters.

4. Vendor Risk Management

Airlines should perform frequent resilience audits of third-party providers, validating recovery procedures, failover performance, and real-world reinstatement scenarios under stress.

Digital Resilience Is Not Optional

As air travel rebounds and digital expectations rise — from self-service check-in to real-time baggage tracking — ensuring system continuity becomes a core competitive and safety imperative.

Industry bodies such as IATA and ICAO have increasingly highlighted the importance of shared standards for data redundancy and recovery frameworks across aviation networks. Investing in robust contingency planning — not just in performance enhancements — is key to safeguarding passengers, operations, and business continuity.

The Navitaire outage was brief, but its effects were felt widely across multiple continents in crucial operational functions. In today’s interconnected aviation ecosystem, technological failure quickly becomes operational failure. The industry must pair innovation with robust contingency planning so that reliability — not just efficiency — defines air travel in the digital age.

The landscape for travel creators has shifted from a gold rush of follower counts to a sophisticated ecosystem governed by machine learning. In 2026, artificial intelligence is no longer an “add-on” feature; it is the primary lens through which audiences discover the world. As search engines and social feeds become deeply integrated with AI-driven recommendation engines, the traditional “influencer” model is being replaced by a “storyteller” requirement.

To remain visible in this automated environment, creators must navigate a paradox: using AI to streamline production while doubling down on the one thing algorithms cannot replicate—the visceral, unscripted human experience. This evolution demands a strategic pivot away from superficial metrics and toward a content strategy rooted in authenticity, narrative depth, and technical optimisation.

Artificial intelligence is now deeply integrated into search engines, content tools, and social platforms. For travel creators in 2026, AI is no longer an emerging trend — it is part of the everyday content ecosystem. However, rather than eliminating human creativity, AI is transforming how travel stories are produced, refined, and distributed.

To succeed in this environment, creators must prioritise audience interaction, strong visuals, optimised discoverability, and original insights over superficial metrics like follower size.

1. Interaction Outperforms Audience Size

The digital marketing landscape has shifted away from valuing large follower counts as the main indicator of success. Instead, platforms reward meaningful engagement — comments, shares, saves, and extended watch time.

Industry trend reports highlight that content generating conversations and reactions is more likely to be amplified by algorithms. This means a creator with a smaller but active community can outperform a larger account with passive followers.

AI-powered feeds increasingly analyse behavioral signals, so travel content that encourages dialogue — such as practical tips or unique local recommendations — is more likely to surface organically.

1. Compelling Visuals Must Feel Authentic

Travel remains a highly visual niche, and striking imagery continues to capture attention. Research into travel marketing trends shows that short-form videos and immersive content formats are currently leading engagement across platforms (The European Business Review).

However, audiences are becoming more cautious about overly edited or heavily filtered content. Conversations around digital authenticity indicate that users increasingly value natural, less manipulated visuals.

To remain credible, travel creators should focus on:

• Balanced editing rather than excessive filtering
• Genuine, unscripted moments
• Real interactions with local culture
• Contextual storytelling through visuals

Authenticity builds trust — and trust drives long-term engagement.

 2. Narrative Depth Creates Differentiation

While AI tools can quickly generate descriptive text or itineraries, they cannot replicate personal experience. According to insights from Ossisto’s travel content marketing research, storytelling remains a core driver of audience connection.

Rather than offering surface-level descriptions, successful travel content incorporates sensory detail and personal reflection. Emotional resonance — describing how a destination sounds, smells, or feels — transforms generic information into immersive storytelling.

AI can assist in structuring ideas, but lived experiences and nuanced observations are what create memorable content.

Source:

3. Optimise for Multi-Platform Search

Search behavior has evolved beyond traditional engines. Increasingly, users begin their travel research directly on social platforms. Social search trends show that platforms like Instagram and TikTok now function as discovery engines. For travel content to remain visible, it must be optimised not only for Google but also for platform-specific searches and AI-driven recommendation systems.

This requires strategic use of long-tail keywords — highly specific phrases that reflect real traveler intent. For example:

• “Quiet sunset viewpoints in Santorini”
• “Budget-friendly boutique hotels in Kyoto”
• “Best local street food tours in Mexico City”

SEO experts emphasise that detailed, well-organised content targeting niche queries performs more effectively in organic rankings.

4. Spotlight Emerging and Untapped Topics

Travel audiences are continuously searching for new experiences. Reports on tourism trends indicate increasing interest in regenerative travel, slower itineraries, and lesser-known destinations. Content that explores overlooked neighborhoods, emerging cities, or unconventional travel styles often stands out more than traditional “top attractions” lists.

By focusing on subjects that are underrepresented or newly popular, creators position themselves as discoverers rather than repeaters of mainstream information.

5. Leverage AI Strategically While Maintaining Human Perspective

AI tools offer efficiency advantages — from keyword research and idea generation to caption drafting and content repurposing. However, relying solely on automation risks producing generic material.

The most effective approach combines AI support with authentic human insight. Technology can streamline workflow, but the creator’s personal interpretation, emotion, and storytelling voice remain irreplaceable.

AI accelerates production.
Human experience sustains connection.

Producing impactful travel content in 2026 requires a careful balance between innovation and authenticity, where success is driven less by automation alone and more by a thoughtful, strategic approach. High-performing travel content today prioritises meaningful engagement over inflated follower counts, combines visually compelling elements with a sense of realism, and is rooted in strong, immersive storytelling. It is intentionally structured to be discoverable across search platforms, aligned with emerging and evolving travel trends, and enhanced by AI tools without sacrificing human perspective. Even as algorithms and digital platforms continue to evolve, one principle remains constant: travellers are inspired by genuine experiences and authentic narratives. While technology may influence how content is distributed, storytelling continues to be the true engine behind successful travel content.

SriLankan Airlines announced that it plans to increase its weekly India services throughout this year.

At present, the airline’s routes cover Chennai, Mumbai, Delhi, Hyderabad, Bengaluru, Kochi, Trivandrum, Madurai and Tiruchirappalli, and will soon include Ahmedabad.

Indeed, SriLankan Airlines has consistently focused on serving both major metropolitan centres and emerging markets across India, extending its reach to underserved cities. 

The airline has likewise focused on serving both major metropolitan centres and emerging markets across India, extending its reach to underserved cities.

With the addition of Ahmedabad, SriLankan Airlines will serve six of India’s eight major metropolitan hubs, further diversifying its India portfolio and boosting route economics by capitalising on year-round demand and strong cultural ties between the two countries. 

These initiatives are projected to increase Indian passenger traffic across the airline’s network by up to 12 percent this year.

In the right place

SriLankan is well positioned to serve Indians jet-setting for any number of reasons, from leisure, business and trade to visiting friends and relatives, or attending destination events, including weddings. 

Whether travelling to Sri Lanka or beyond, with around 30 percent of Indian passengers transiting via Colombo, the airline provides seamless connections between the cities it serves in India and the Middle East, the Maldives, the Far East, Europe and Australia through its own as well as codeshare services.

SriLankan Airlines works closely with the Sri Lanka Tourism Promotion Bureau, Sri Lanka Tourism Development Authority, and other trade partners in supporting national tourism ambitions. 

The airline’s promotional efforts are firmly rooted in positioning Sri Lanka as a vibrant and versatile destination with immense appeal to Indian travellers, offering festivals, cuisine, wellness, beaches, wildlife, history and spirituality. 

Most recently, SriLankan launched its award-winning epic Ramayana Trail campaign, an emotive storytelling journey inspiring Indian travellers to explore iconic sites along the epic’s legendary path in Sri Lanka.

Australia’s leading speakers’ bureau Saxton formally unveiled The Loop, a human-first platform designed to simplify the growing complexity of business events, at AIME 2026 in Melbourne.

Whilst simplifying increasingly complex event operations, The Loop also protects the high-touch, relationship-led partnerships Saxton has been known for over the past six decades.. 

Built over a 12-month period in close collaboration with clients, The Loop reflects Saxton’s long-standing belief that  meaningful innovation in the business events sector must be shaped by real-world experience. 

According to Saxton chief executive Anne Jamieson: “What we heard from clients wasn’t that things were broken, but that everything had become harder to hold together: faster pace, tighter budgets, and more moving parts. The Loop grew out of those conversations, with technology  designed to remove friction and protect the high-touch relationships that matter most.”

Indeed, rather than responding  to short-term trends, the platform has been developed through a considered, phased approach, guided by what their  clients said they needed to manage increasing complexity without losing trust, continuity or human connection. 

A timely addition

The launch of the Loop coincides with Saxton’s Future of Business Events 2030 research study, commissioned in  partnership with trend intelligence agency, ThinkerTank. 

Part of Saxton’s broader commitment to industry leadership,  the research offers a holistic view of the forces reshaping business events in Australia and globally from rising cost  pressures and generational change to the evolving role of technology, trust and human experience. 

Early insights point  to a sector under pressure to deliver more innovative, meaningful experiences while operating within legacy systems  and ways of working. 

Jamieson added: “As we developed the Loop, it became clear the questions were bigger than any one system. Those same conversations  were pointing to broader shifts in how events need to be designed and delivered, which is what led us to commission  the Future of Business Events 2030 research.”

Together, the research and the Loop reflect Saxton’s view that the future of business events will be shaped not by  technology alone, but by thoughtful systems that support people, preserve knowledge and strengthen long-term  partnerships. 

Both initiatives are designed to contribute to a more resilient, connected and future-ready events  ecosystem. 

The Advantage Travel Partnership released a statement in light of the recent suspension of the United States’ Global Entry programme.

Advantage’s managing director for global business travel Andrea Caulfield-Smith declared: “Following the news that the Department of Homeland Security plans to suspend the Global Entry programme, it is vital that those travelling to the United States for business are aware of how this may affect their upcoming travel plans, and the negative financial implications it could have.

“The Global Entry system makes overseas travel significantly quicker and easier, and without this, travellers will feel the impact on speed, ease and efficiency, as wait times increase. 

Travellers will need to incorporate extra time into their travels due to the risk of queues and longer security checks.

“Furthermore, existing meetings planned around arrivals previously expedited by Global Entry may need to be rescheduled to accommodate potential delays and those who have already applied via the Global Entry system may need to review or update their travel documents to accommodate these changes.”

What’s going on?

On Sunday, 22nd February, the United States’ Department of Homeland Security announced that the Global Entry programme and the Transportation Security Administration (TSA)’s Pre-Check programme would be suspended while the partial government shutdown is ongoing.

In a statement, the agency said: “As staffing constraints arise, TSA will evaluate on a case-by-case basis and adjust operations accordingly.”

The aforementioned partial shutdown began on 14th February when Democrats and the White House failed to reach a deal regarding the funding of the DHS, particularly in light of the changes demanded of its immigration operations.

As part of the ongoing Visit Malaysia 2026 (VM2026) campaign, Malaysia showcases its rich biodiversity by promoting the Malayan Sun Bear as a key highlight of the country’s ecotourism offerings. 

This strategic focus aligns with the introduction of Wira and Manja, the official mascots of VM2026 inspired by this iconic and unique species.

The Malayan Sun Bear, an endangered wildlife species, was chosen as the campaign’s official icon to symbolise Malaysia’s steadfast commitment to wildlife conservation. 

Designed in a friendly and engaging animated form, Wira and Manja are crafted to appeal to visitors of all ages, evoking a sense of warmth and cheerfulness. 

This approach further enhances Malaysia’s global image as a welcoming, vibrant and inclusive tourism destination.

Where to see the bears

Visitors can explore the natural habitats of the Malayan Sun Bear and interact with the VM2026 mascots at a range of key locations across the country, including:

• Bornean Sun Bear Conservation Centre (BSBCC), Sandakan, Sabah;
• Lok Kawi Wildlife Park, Sabah;
• Matang Wildlife Centre, Sarawak;
• Zoo Taiping and Night Safari, Perak;
• Lost World of Tambun, Perak;
• Zoo Negara Malaysia, Kuala Lumpur;
• 99 Wonderland Park, Kuala Lumpur;
• Sunway Lagoon Wildlife Park, Selangor;
• Zoo Melaka, Melaka;
• A’ Famosa Safari Wonderland, Malacca;
• Johor Zoo, Johor Bahru; and
• Kemaman Zoo and Recreation Park, Terengganu.

Through this campaign, Malaysia invites travellers to experience its unique wildlife, support conservation efforts and enjoy nature-based encounters that showcase the country’s rich biodiversity and ecotourism offerings.

In line with the VM2026 theme, the initiative highlights Malaysia as a sustainable and culturally vibrant destination. 

Visitors are encouraged to discover the inspiration behind Wira and Manja, Malaysia’s beloved mascots, in safe and protected environments as these experiences offer memorable journeys that celebrate the nation’s natural and cultural heritage.

The Cathay Group released its traffic figures for January 2026 today, 24th February, showing how 2026 got off to a good start with sustained growth for both its passenger and cargo businesses.

According to Cathay chief customer and commercial officer Lavinia Lau: “As a Group, we have made a  solid start to 2026 with momentum from the robust year-end travel peak sustaining into early January. Our passenger airlines Cathay Pacific and HK Express carried a combined total of  more than 3.3 million passengers in January 2026, an 11 percent increase compared with January  2025. Meanwhile, Cathay Cargo carried over 130,000 tonnes of cargo during the month, marking a five percent increase year on year. 

At the same time, both Cathay Pacific and the Cathay Group achieved new single-day passenger records on 14th February.. 

Cathay Pacific surpassed  the 100,000 mark for the first time in its history, carrying 100,747 passengers onboard; together with HK Express, the Group has already carried a combined total of around 128,000 passengers.

Cathay Pacific in January

Cathay Pacific carried 11 percent more passengers in January 2026 compared with January 2025,  while Available Seat Kilometres (ASKs) increased by 14 percent.

Regarding this, Lau said: “We saw robust demand in early January, driven by outbound student traffic and  travellers returning from the year-end holiday season. This was followed by a strong rebound in  business travel, with load factor for our premium cabins performing better than in January 2025. We also experienced a significant increase in transit traffic as we continued to add frequencies  across our network, further strengthening the connectivity of the Hong Kong international  aviation hub.”

The recent Lunar New Year holiday likewise resulted in robust leisure traffic for the airline as customers across Asia took advantage of the extended holiday period. 

Looking ahead to  Easter, travel demand remains robust and Cathay Pacific anticipates bookings to accelerate as more customers book closer to their departure dates.

Cathay Cargo in January

Cathay Cargo carried five percent more cargo in January 2026 than in January 2025, while Available  Freight Tonne Kilometres (AFTKs) increased by three percent. 

Lau pointed out that the Group’s cargo business got off to a slower start in 2026 while still maintaining year-on-year growth. 

She added: “Meanwhile, our specialist solutions continued  to perform well. Cherries and seafood from Oceania to Hong Kong and other major Asian cities  contributed significantly to the demand for Cathay Fresh, while increased pharmaceutical  movements from Europe and Central America supported the continued growth of our Cathay Pharma solution.”

It should also be noted that Cathay Cargo flew around 60 elite showjumping horses from  Europe to Hong Kong for the Longines Hong Kong International Horse Show 2026, demonstrating its expertise in transporting live animals as the event’s founding partner. 

HK Express in January

HK Express carried more than 710,000 passengers in January 2026, an increase of eight percent year on  year, while Available Seat Kilometres (ASKs) grew by 13 percent.  

Throughout the past month, HK Express also continued to record passenger growth supported by solid  load factors on its South Korea and Thailand routes. 

Lau said of this: “Looking at February and March, bookings remain healthy on the back of strong growth in travel demand to the Chinese Mainland and  Southeast Asia. Notably, on 20 February 2026, HK Express achieved a new single-day record, surpassing 30,000 passengers carried onboard for the very first time.”

Global hospitality group Jumeirah captures the essence of Arabian hospitality in its new cinematic campaign Our Flame which was launched today, 24th February.

Boldly dramatic, it presents the rich traditions of the region through a powerful visual and emotional thread: light passed from one soul, one destination, to the next.

Conceived as a brand poem rather than a conventional audio-visual commercial, the campaign video was written and narrated by award-winning Emirati poet Shamma Al Bastaki and directed by acclaimed Ghanaian Dutch filmmaker Emmanuel Adjei. 

Together, they craft an artistic reflection on what it means to be present, to welcome, and to connect – values rooted in the region’s longstanding tradition of warmth and generosity.

As Al Bastaki put it:: “I was drawn to Jumeirah’s vision for the film as a creative collaboration of visuals and verse, with light as its protagonist. I wanted the script to move as a contemporary echo of one of our oldest stories: strangers becoming familiar around firelight, tracing flame and starlight, to tell stories, make poetry, be met, connect, and find their way home.”

Exquisitely illuminated

The short film follows a flame-like glow, inspired by the flame within the Jumeirah logo, as it moves across Jumeirah’s portfolio from Dubai’s architectural icons to the cliffs of Capri and the overwater villas of the Maldives. 

Rather than representing a specific hotel, the light symbolises a feeling; the quiet, meaningful gestures that define true hospitality: a door opened, a cup offered, a moment shared.

The campaign will premiere with a 90-second film shared across select owned and paid channels, followed by a 30-second cut that will be distributed more widely. 

Our Flame will also form part of private brand engagements and cultural showcases for Jumeirah throughout 2026.

The geniuses behind the story

A leading voice in the UAE’s contemporary literature scene, Shamma Al Bastaki brings a lyrical, bilingual narration to the film. Her words explore themes of memory and place, drawing on her deep cultural roots and poetic sensitivity to convey the emotional texture of being hosted, and truly seen, at Jumeirah.

The film is directed by Emmanuel Adjei, the Ghanaian Dutch creative known for visually arresting works that bridge fine art, fashion and film. 

With a portfolio that includes collaborations with Beyoncé (Black Is King), Jay-Z (Adnis), Madonna (Dark Ballet), and luxury houses such as Mugler and Tiffany & Co, Adjei brings a nuanced global eye to Jumeirah’s world. His direction in Our Flame captures both scale and intimacy; sweeping landscapes give way to meaningful gestures, with light used as an invitation rather than spectacle.

He said of this collaboration: “When I first thought about how to bring Jumeirah’s hospitality to life on screen, the image that came to me was simple: warmth. Not just in the physical sense, but in the way a gesture, no matter how small, can make someone feel truly seen and cared for. I wanted to show hospitality as something real, living, and breathing. It’s not just about a service; it’s about belonging.”

Abercrombie & Kent (A&K) has marked a major milestone in its Nile expansion, celebrating the keel‑laying of its second luxury riverboat at The Arab Contractors shipyard in Egypt. The maritime tradition, which symbolises the joining of a vessel’s first structural components, officially signals the start of construction on the as‑yet unnamed ship ahead of her planned 2028 launch.

A Boutique Nile Ship for Just 64 Guests

Designed as a sister vessel to Nile Seray, A&K’s upcoming boutique riverboat, the new ship will feature 32 suites for just 64 guests, mirroring the intimate, high‑space concept of her sister. Entry‑level suites will start from 33 square metres, offering far more room than typical river cabins and emphasising comfort, privacy and space.

Each suite will come with floor‑to‑ceiling windows and waterside Juliet balconies, allowing guests to soak up uninterrupted Nile views from the comfort of their own room. At the top end, the riverboat’s two grandest suites will boast full private balconies with outdoor spa pools, creating a true “palace on the Nile” feel for travellers seeking maximum indulgence.

Onboard Facilities: Spa, Pool and Two Restaurants

In keeping with A&K’s luxury positioning, the new Nile riverboat will offer a thoughtful line‑up of amenities across multiple decks. Guests can look forward to two restaurants, providing a mix of refined dining and more relaxed options with regional and international flavours.

Wellness will be a key focus, with a spa featuring two treatment rooms, a well‑equipped gymnasium, and a top deck designed for all‑day relaxation. The sundeck will include canopied daybeds, a swimming pool, and an outdoor bar with wrap‑around views of the Nile Valley—ideal for sunrise coffees, golden‑hour cocktails, and stargazing as the ship drifts past ancient riverside scenes.

Deepening A&K’s Long‑Standing Commitment to Egypt

The keel‑laying underscores A&K’s long‑term commitment to Egypt, a destination that has been central to the company’s story since the 1970s. “Celebrating this keel laying represents another important step in our commitment to Egypt,” said Abercrombie & Kent Travel Group chief executive officer Cristina Levis, highlighting both the strong traveller demand and the brand’s confidence in Egypt’s enduring appeal.

Levis also emphasised that working with The Arab Contractors reflects A&K’s dedication to Egyptian craftsmanship and support for the local economy, aligning the project with broader goals of responsible, locally rooted luxury tourism. With Nile Seray debuting first and this second sister ship following in 2028, A&K is set to offer an expanded, ultra‑boutique fleet on the Nile, giving discerning guests more choice of dates and styles while keeping the experience intimate and deeply connected to the river.