On Saturday, 28 February, war in the Middle East grounded three of South Africa’s key long-haul carriers: Emirates, Etihad and Qatar. As a result, the Middle East crisis disrupted major aviation routes. With airspace closed, thousands of travellers were stranded. They were either in Dubai, Abu Dhabi and Doha, or at their destinations with return flights in question.
Three weeks later, flights are slowly returning. For example, Emirates has resumed operations and is progressively rebuilding capacity. It currently operates two daily flights from Johannesburg and one daily flight from Cape Town. In addition, it plans to resume three weekly flights from Durban as soon as possible. However, the situation remains volatile.
While operations have resumed, conditions can change instantly. Delays, cancellations and restricted schedules still impact travel plans. This instability reflects the ongoing effects of the Middle East crisis.
Capacity is still constrained – and pricing reflects it
The Middle East normally acts as the primary aviation corridor connecting South Africa to Europe, Asia, and beyond. However, the Middle East crisis has disrupted this corridor significantly. When airlines cancel or reroute thousands of flights, they remove a massive amount of inventory from the market. As a result, supply drops sharply while demand remains constant.
Capacity is not the only factor at play. Fares are climbing for several reasons. Supply and demand play a role. However, rising oil prices also contribute. In addition, airlines now use longer flight paths to avoid restricted airspace.
These changes increase operational costs. Furthermore, airlines face higher expenses, including insurance premiums. They often pass these costs on to travellers.
New routes are filling up – fast
Alternative hubs are gaining popularity. These include Addis Ababa, Singapore, and several European gateways. Travellers increasingly choose non-Gulf routings due to the Middle East crisis. As a result, available capacity compresses further. This shift also drives up last-minute prices.
Our latest booking data shows a sharp increase in demand. Ethiopian Airlines increased by 100%. British Airways also rose by 100%. Virgin Atlantic surged by 303%. Lufthansa increased by 103%. KLM rose by 114%. Air France increased by 20%. Singapore Airlines grew by 109%. Cathay Pacific increased by 106%. Air China rose by 225%.
If teams book independently, they compete for limited seats. They do so without access to expertise, priority allocation or supplier relationships. In contrast, a managed travel programme provides these advantages.
Travel insurance – still your best bet
Over the past few weeks, travellers have raised concerns about travel insurance. They want clarity on what policies cover and exclude.
During an ASATA webinar, Jason Veitch, Business Head for Accident and Health at Santam Travel Insurance, clarified a key point. War is a universal exclusion across all travel insurance products globally. This exclusion applies regardless of region or insurer.
War exclusions exist because conflict can affect hundreds of thousands of travellers simultaneously. No insurance pool can absorb that scale. However, while war exclusions apply to trip cancellation and curtailment, including additional accommodation costs, other benefits still apply. These include medical cover. This distinction is critical. Unexpected medical costs can severely impact travellers.
The main reason for travel insurance is medical cover. This point often gets overlooked. Medical cover remains available. The luggage cover also remains available. Other benefits still apply. We have policyholders in hospitals in the region receiving care under their policies. That is exactly what a policy is designed to do.
Travel insurance remains essential. However, travellers must read the terms and conditions carefully. Different policies contain different wording on war exclusions, known events and government advisories. These differences affect companies operating across regions. Therefore, teams must understand their coverage. This includes medical evacuations and any territorial limitations. Such clarity is critical for effective risk management.
Airline policies – where does their responsibility begin and end?
During disruptions of this scale, airlines have clear obligations. If an airline cancels your flight before departure, it must offer an alternative or a full refund without penalties.
If you have already departed and become stranded, the airline’s responsibility expands. It must rebook you. It must reroute you through partner carriers if necessary. In addition, it must provide accommodation until you reach your final destination. However, conditions differ if you cancel a forward booking on an active flight. In that case, standard cancellation terms apply. Therefore, you should review fare conditions carefully. You should also consult the airline or a travel expert before making a decision.
It is also important to note that fares lock in at the time of booking. Airlines will not apply additional fuel surcharge increases to existing tickets.
We must recognise the airlines’ response. Emirates, Etihad and Qatar have managed an extremely difficult situation professionally. They extended call centre hours. They provided regular updates. They maintained clear communication with agents. In addition, they worked to process changes and refunds quickly. This effort has made a meaningful difference.
Duty of care – do you know where your people are?
Every company with a travel programme has a duty of care. This responsibility applies regardless of company size. In practice, companies must implement several measures.
Companies need a clear travel policy. They must provide reliable pre-trip information. 
They should define restrictions for high-risk destinations. Companies must also locate and contact travellers quickly during emergencies. Finally, they need a crisis management plan.
This is where a travel management company proves its value. During a crisis, visibility becomes critical. A centralised booking system enables tracking. In addition, 24/7 emergency support ensures rapid response. Strong airline partnerships improve flexibility. Crisis management plans provide structure. Together, these elements form a robust managed travel programme.
Herman Heunes | General Manager | Corporate Traveller | mail me |
