Hospitality & Tourism
African Hotel Reopening Strategies And Recovery Responses
Leading hospitality advisory and brokerage consultancy, HTI Consulting recently hosted its second Pan-African ‘Virtual Hotel Club,’ a digital forum that saw the operations directors from major brands active in the African hotel space share their unique insights around hotel re-opening strategies and ‘lessons learnt’ during the current global pandemic.
An introductory session saw key data delivered by CEO of HTI Consulting, Wayne Troughton, followed by a panel discussion involving the representatives from major hotel brands including: Accor, Hilton, Radisson Hotel Group, Cresta Hotels, Onomo and Valor Hospitality Partners.
Tourism’s fight for recovery
“The impact of the Covid-19 pandemic on the African tourism Industry has been both overwhelming and immediate,” stated Troughton. “When comparing figures to last year, Q1 2020 saw a total of 67 million fewer tourist arrivals to African countries, coupled with a loss of $80 billion in export revenue and 100% of destinations imposing travel restrictions of some kind,” he said.
“Data provided by STR Global reveals that hotel occupancy rates (Jan – Jul 2020) fell a staggering 79.2% to 16.9% across Africa, ADR (Average Daily Rates) dropped 9.8% to US$ 93.98, whilst RevPar (Revenue Per Available Room) fell 75.8% to US$15.91,” he continued. “The obvious impacts of lockdowns and the closing of international borders are clearly illustrated in these numbers,” he said. “But, in the past few
weeks we’ve finally begun to see reassuring signs as restrictions are lifted, international borders reopen and many hotels come back online,” he said.
“From an international travel perspective, its encouraging to see airlines such as Emirates, Qatar and Kenyan Airways resuming several flights to African destinations, and Ethiopian Airlines already operating at 40% of pre-Covid capacity. Hopefully these resumptions signal the start of an upward trend, although airlines such as KLM, AirFrance and Lufthansa are still blacklisted in some Africa countries due to EU
Covid legislation,” he stated.
Still more encouraging, Troughton acknowledged, was that STR Data (Jan – Jul 2020) revealed that most branded hotels across East, West and Southern Africa have reopened doors. Occupancy rates in West Africa in July showed Nigeria (22.1%) as more resilient than other markets due to higher domestic demand, whilst in East Africa, Ethiopia was the best performer (increasing to 25.7% in July from a 16.7% low in April) compared to neighbours Tanzania and Kenya who lack similar international business demand.
Unsurprisingly, South Africa suffered the lowest occupancy rates in the Southern African region YTD July. International border closures and strict interprovincial travel lockdowns saw the vital regional hub experience a fall of -48% points in occupancy rates from 57.2% in January to 8.7% in July. It appears the country has now managed to flatten the curve and international borders open on 1st October, though with many key source markets experiencing worrying second wave outbreaks, the results of these openings await to be seen.
“Though the large majority of branded hotels, within the STR portfolio, across Africa have reopened, the current crisis continues to affect travel and tourism businesses of all sizes, from the largest international airlines to the smallest independent hotel owners,” said Troughton. “Immediate responses have understandably focused on designing plans for short-term survival. As the crisis evolves, however, the industry is now identifying key priorities and procedures to facilitate recovery in the medium to long-term.”
Navigating new pathways to open doors
In the panel session, participants shared some of the motivations and considerations around hotel reopenings:
Samantha Annandale (Regional Operations Director, Onomo Hotels) kicked off discussions, stating that the key motivation behind Onomo’s decision to reopen certain properties was, naturally, focused on breakeven parameters. “A tremendous amount of work went into establishing these base figures, as well as incorporating the vital human elements aligned to each property,” she said. “Further considerations centred on lockdown regulations and assessing the overall ‘appetite for travel,” she continued. “We were also keenly aware that in remaining ‘risk averse’ for too long, we potentially risked losing market share and support.” The Onomo group focuses predominantly on 3-star corporate city hotels or hotels near airports, which they all own and operate themselves.
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Jan Van der Putten (VP Operations Africa &; Indian Ocean, Hilton Hotels) emphasised that ascertaining demand and opportunity were also some of the critical factors behind the group’s decisions to reopen hotels. “Ultimately, we knew there was no one recipe,” he stressed. “Issues such as cash flow and obtaining the owner’s agreement as to the right decision for each location remained imperative to us.”
Craig Erasmus (VP Operations, Accor Hotels) was in agreement regarding the importance of discussions with each property owner concerning the reopening of certain properties. Much attention was given to aspects such as safety, sanitisation and ensuring properties were completely prepared to ‘right-side to the new normal’ in implementing new hygiene protocols, he said. “How certain hotels are segmented against each other was another important factor,” he explained. “In Gauteng, South Africa, for example, four of our Accor Hotels have one owner, so the decision to open only one of these hotels served as an appropriate initial response.” Twenty-eight out of 67 Accor hotels across the African region continue to remain closed.
William McIntyre (Regional Director Southern Africa, Radisson) stated that the core of the group’s approach to dealing with the Covid crisis centred upon analysing the ‘cost of closure.’ “We subsequently made the decision that, apart from 4 hotels closed at owners request, we stayed open!” he said. “What this meant was that, in South Africa’s Lockdown Level 5, our properties were able to assist stranded foreign nationals and essential services personnel,” he said,
“We hosted call centre business who needed to ‘spread out their work force’ and, instead of setting up in cubicles, they worked in hotel rooms. We shut down certain sections and outlets of properties and changed our operating structures. We also utilised guest rooms differently by setting up way-lay stations, factory-type settings and corporate quarantine areas,” he explains. “And, in every circumstance, we managed to mitigate the costs of dormancy!” he said. “But it was hard!” he confesses. “We’ve learnt lessons and dealt with scary situations but, ultimately we’re happy we stayed open,” said McIntyre. “On the up side, we’ve cemented some new key relationships that will help take us into the future.”
According to Osbourne Majuru (Group CEO, Cresta Hotels) the reopening of Cresta hotels in various regions was tackled on a leveled, case-by-case basis. The group owns and leases properties in Zimbabwe, Zambia and Botswana. “All leisure properties, such as those at Victoria Falls, Chobe and the Okavango Delta, were closed from March until now,” he stated. “But scenarios differed from country to country and our operating team had to take various factors into account,” he said. “The recovery trajectory for hotels varies for individual properties, even those within the same market. For example, two hotels in the same city—one previously filled with domestic business and another with mainly inbound international demand—will see their occupancy and market mix rebound differently.
In areas where lockdowns weren’t that stringent (Zambia) we were able to keep certain wings of hotels open. In other areas, such as CBD’s or parliamentary areas (Harare, Zimbabwe), we opened sections earlier,” he said. “In Gaborone, Botswana, we saw no value in opening three properties at once, so we opened one that relies on local business.” Forty percent of the group’s property portfolio (and its leased properties) currently remain closed.
Euan McGlashan (Owner, Valor Hospitality Partners) emphasised the different approaches prevalent in different international regions, stating, “In the USA, our hotels almost never shut down. At its worst, hotels there were closed for something in the region of a week! ‘Staycation’ markets were running full capacity in the summer. On the other hand, the group’s UK portfolio was shut for 4 months (nearly 5) but has just opened, he remarked. Relevant to African markets, he gave 3 definitive criteria for reopening:
1. Government support (‘In the USA, govt. support effectively meant we could pay employees, taxes and mortgage’).
2. Cost of opening vs. closing.
3. Not being last to market to open. (‘Spier Hotel in SA remained online with food and beverage purchases’).
Green Shoots of Recovery – Rooted in Lessons –
“At Valor we’ve always known that culture is everything to us,” said McGlashan, “But this pandemic has just further cemented that fact,” he said. “We knew we simply couldn’t leave staff behind! Gaining profitability by cutting staff and leaving them unemployed is not the answer and we’ve tried to keep everyone with some form of income,” he stated.
“There are certainly some green shoots out there; movie crews and businesses are shortly returning to South Africa, for example. Guest sentiment and travel sentiment is that there is a pent-up demand for travel and we anticipate that by mid next year we’ll see a lot of activity in South Africa, in particular.”
Annandale believes the current crisis has brought about real tenacity and resilience in the hospitality industry. “Onomo’s processes and planning with regards to implementing new safety protocols, reopening hotels and maintaining operations has undoubtedly been a collective effort – from stakeholders, shareholders, employees and third-party suppliers,” she said “There’s been a real spirit of togetherness,” she says. “Service providers have stepped up, our employees (who have not always been on full pay), have also assisted us tremendously in keeping things going and thereby preserving jobs. ”
McIntyre expressed that one of the toughest aspects has been the financial and emotional wellbeing of employees and staff. “One of the hardest things is knowing that, at Radisson, we are working as hard as we can, adapting operations to the best of our ability, and knowing that there are still thousands of staff waiting to come back to work; waiting for unemployment benefits,” he said. “Aside, from this, the challenging nature of changing our operations so drastically and bargaining over centralized costs is another burden we had to overcome.” “But,” he said, “the dedication and effectiveness of our sales teams and staff was amazing and, ultimately, there are lots of heartwarming stories to come from this!” “We ultimately took a positive view on what was happening, took the decision to close away – and we just adapted! By the 1st October we’ll be fully open across the whole region.”
Majuru agreed that, for Cresta Hotels, the toughest aspects were dealing with human coping strategies and mental health issues. “These are never to be underestimated,” he said, “We’ve been working with the WHO who’ve brought in doctors and therapists to help staff. We’ve also addressed the stigma associated with Covid, especially in Africa.”
“As part of our reopening strategy we are integrating a process where we work to integrate staff back into the workplace. But from an operations point of view – will we go back to the staff to room ratios that we had? We don’t know! In many instances too, we found it easier for hotel staff to stay at the properties and therefore we went into salary negotiations around certain cash reserves.”
Annandale agreed that, along with the positives that have come from working together with external parties and stakeholders, Onomo will “do everything to provide an even better experience than pre-Covid, and do it with due diligence!” Together with the other panelists, she stressed the importance of continuing to create a welcoming environment for guests that centred around a safe yet familiar environment.”
In conclusion
“At HTI Consulting we continue to believe in the tourism potential in the African region and strongly encourage further support from governments and brand managers to allow owners to minimise further losses and support recovery” stated Troughton. “For the time being, the complete reopening of countries and tourism markets and the various possible scenarios remain very uncertain. Hotels need to continue with their reopening strategies and adapt to new markets and changing conditions – through product innovation, hygiene protocols and cost containment –
in order to survive this transition period.”
“African hotels can expect significant uncertainty during the transition period. Customers will need more flexibility in case situations change, and some may be fearful of committing to advance purchase rates with inflexible terms,” he said. “Whilst preparing for the comeback, industry professionals must not forget one fundamental rule that built their past success: knowing their guests’ concerns, adapting operational processes to new market requirements, and continually building competitive advantage around them,” he concluded.
Young, upwardly mobile Africans are recognising that Residency and Citizenship by Investment Programmes can take them places. RIF Trust, part of the Latitude Group, are global experts leading the investment migration industry with their fingers to the pulse, tracking the latest developments. Here is a summary of the top programmes:
Caribbean Citizenship by Investment Programmes:
The Caribbean Citizenship by Investment Programmes are available in the Eastern Caribbean region. Antigua and Barbuda, Dominica, Grenada, St Kitts and Nevis, and St Lucia are the countries offering you the chance to invest in citizenship.
These Citizenship by Investment programmes give citizenship in return for a financial donation to the country’s economic development. Becoming a citizen of Antigua and Barbuda, Dominica, Grenada, St Kitts and Nevis, and St Lucia enhances your global mobility, making it easier for you to visit destinations such as the UK and the European Schengen Area.
On Wednesday, March 20, 2024, Antigua and Barbuda, Dominica, Grenada, and St Kitts and Nevis leaders came together virtually to sign a Memorandum of Agreement. There was no representative from St Lucia. The 4 Prime Ministers agreed to raise the Citizenship by Investment price threshold to be at a minimum of $200,000 by Sunday, June 30, 2024.
Currently, the minimum investment you can make in Antigua and Barbuda, Dominica, and St Lucia CBI is $100,000. To get Grenada Citizenship by Investment, you must make a capital outlay of at least $150,000. The minimum CBI threshold in St Kitts and Nevis, however, is $250,000.
Portugal Golden Visa:
Portugal is known for its high quality of life with stunning beaches, historic cities, and delicious cuisine, making it an outstanding place to visit or raise a family.
The Portugal Golden Visa programme offers you residency in Portugal. As the real estate option ended in 2023, the most popular route is through an investment of €500,000 in a Portuguese investment fund or venture capital fund.
The visa is valid for six years through renewals and is a pathway to permanent residency or citizenship, assuming that you learn basic Portuguese. You must spend seven days in Portugal during the first year of residency and 14 days in each subsequent two-year period to maintain the visa.
It gives holders visa-free travel access to all 27 European Schengen countries. You can include your spouse, dependent children, and dependent parents over 55 years old as part of your application.
Spain Golden Visa:
Spain is one of the most popular tourist destinations, with an ever-growing number of expats attracted to its appealing climate and laidback lifestyle.
The Spain Golden Visa programme offers Spanish residency via a minimum investment in real estate of €500,000. The visa is valid for 10 years and can lead to permanent residency or citizenship. It gives holders visa-free travel access to European Schengen countries.
Spain has a strong economy, excellent education and healthcare systems, and a rich cultural heritage. Popular sports and activities include football, golf, and beach activities, and Spain is known for its high-end gastronomy and fashionable nightlife. Living in Spain provides access to some of Europe’s most stylish cities, including Madrid and Barcelona, and stunning coastal regions.
Greek Golden Visa:
The Greece Golden Visa programme offers residency in Greece through a minimum investment in real estate of €250,000. The programme is one of the lowest-cost residency routes within the European Union (EU). It gives holders visa-free travel access throughout EU Schengen countries.
With this visa, you do not need to spend time in Greece, and you can include a spouse and biological or adopted children up to the age of 21 living within the family home in your application. Investing in real estate in Greece not only delivers you a Golden visa but also gets you to collect rent from any tenant you rent the property out to. The visa is valid for five years and can be renewed indefinitely.
Malta Permanent Residence Programme
The Malta Permanent Residence Programme (MPRP) offers non-EU citizens the chance to obtain permanent residency in Malta starting from a minimum capital outlay of €150,000.
The MPRP provides freedom of movement within the EU, including visa-free travel to the European Schengen countries. To qualify, you must either rent a property in the south of Malta or Gozo for a minimum of €10,000 per year or purchase a property for a minimum of €368,000.
This, along with access to Malta’s healthcare, education, and job opportunities and a tax-efficient system, makes the MPRP an alluring option if you’re looking to obtain permanent residency in Europe.
These are the top Residency and Citizenship by Investment options recommended for Africans in 2024 to access global opportunities and global mobility. If you would like to explore these programmes further, it is important to consult with an investment migration expert like RIF Trust. For further details, visit www.riftrust.com, call +234 (0)9123515849, or email nigeria@riftrust.com.
Nairobi’s infrastructure has grown significantly, sparking investment not only in the hospitality sector but broadly across all real estate asset classes.
Hospitality has bounced back remarkably after the challenges posed by the COVID-19 pandemic, emerging as one of the best-performing asset classes in 2023. This resurgence is particularly notable in Nairobi. The strategic position of Kenya’s capital city serves as an East African hub for various industries, including corporate, government, MICE (Meetings, Incentives, Conferences, and Exhibitions), embassies and tourism, which makes it an attractive destination for hospitality and residence brands. The increasing and diversifying demand for accommodation is creating meaningful opportunities for market expansion and business growth.
This buoyant view reflects the insights of the thought leaders who will explore opportunities in East Africa’s fastest growing and most resurgent sector at the 11th annual East Africa Property Investment (EAPI) Summit Hospitality & Residences Forum on 17 and April 2024 in Nairobi, Kenya. The forum will cover key hospitality trends, from greening to financing, development, resorts, safari, and more, creating a crucial platform for stakeholders in the hospitality and residence sectors.
The event will convene at the landmark Radisson Blu Upperhill, which recently received an EDGE (Excellence in Design for Greater Efficiency) rating, showcasing East Africa’s potential for sustainable and efficient hospitality development.
Radisson Hotel Group is the lead sponsor of the EAPI Hospitality Forum, and its Senior Director, Development – Sub-Sahara Africa, Daniel Trappler, is a guest speaker at the gathering. Looking at the hospitality market, Trappler reports that demand drivers are creating the need for accommodation in Nairobi — both short stay and long stay. “As demand continues to grow in all segments, this has balanced the influx of international and regional brands developing over the past decade, sidestepping the potential risk of oversupply. Hotel operators can continue to benefit from good business by operating hotels in the East African hub.”
Trappler highlights that hospitality is a key economic driver, employment creator and focal property type in regions throughout East Africa.
Fiona Craw, JLL’s Vice President Hotels & Hospitality Group, Sub-Saharan Africa, reports that JLL is seeing growing interest from investors, especially in markets such as Nairobi and Zanzibar. Craw also notes that private equity funds have been key in driving the transaction market in Nairobi over the past 48 months. “Hotels globally are emerging as a preferred asset class with global revenue per available room (RevPAR) recovering well, driven by strengthening urban performance. While the hospitality sector was the most severely affected by the pandemic, it has been one of the fastest asset classes to recover across Africa and East Africa.”
Even so, Craw points out that access to capital for hotel developments will remain challenging in the short term. The resultant significantly lower pipeline of new developments across the region has created a strong performance narrative for existing hotels. “This was evident in 2023 with the Nairobi hotel market achieving higher occupancies and average daily rates than in 2019 pre-pandemic,” says Craw, adding, “A key change driving demand is accessibility.”
Nairobi’s infrastructure has grown significantly, sparking investment not only in the hospitality sector but broadly across all real estate asset classes. A game changer for the Nairobi hotel market was the opening of the Express Way in 2022, creating ease of access between Jomo Kenyatta International Airport and Westlands, the key commercial hub. “As a result, hospitality brands have been increasing their presence over the years, with all the key operators and brands actively looking at expanding their portfolio not only in Nairobi but across secondary cities in Kenya,” reveals Craw.
This expansion is opening doors for development-focused regions to construct hotels designed and operated for high efficiency, resulting in utilities cost savings for owners, lower future regulatory capex requirements and better access to green funding. “Moreover, embedding environmental, social and governance (ESG) principles into hotel management agreements aligns the goals of the property owners and operators since investors and stakeholders are paying more attention to these aspects in the hospitality sector.” Africa is rapidly advancing in sustainable hotel practices.
Focusing on the short-term rental and residence sectors in Nairobi, Eleni Georgopoulou, Founder and CEO of YourHost Ltd, says demand is growing significantly, driven by factors such as economic growth, improved transport connectivity, the burgeoning middle class, and online booking platforms. “The likes of Airbnb, and VRBO have revolutionised the hospitality industry. People now have access to a wide range of accommodation options, including short-term rentals, making it more convenient and accessible to both domestic and international travellers.”
While demand is being met with adequate supply, and there are concerted efforts to continually improve the experiences at these properties, Georgopoulou notes that there is still room to do more. “It is crucial to ensure that there are enough properties to cater to a wide range of budgets and preferences to ensure customer satisfaction. Developers are actively constructing new properties and refurbishing existing ones to meet travellers’ changing preferences. They are introducing fresh, modern designs, prioritising and expanding their guest services, instilling guest confidence with robust security measures, embracing sustainability practices and green principles, and integrating smart technology to make stays seamless.”
Commenting on Radisson Hotel Group’s sponsorship of the event, Trappler says, “Radisson Hotel Group is proud to sponsor this year’s EAPI Hospitality Forum, which is a strong platform to display the growth of the market and further understand how its players are performing and evolving. As our group pushes more to enter both the Tanzania/Zanzibar and Ugandan markets, meeting players from these regions is hugely valuable, and not just those from the hospitality space, but also the larger real estate sector in general.”
JW Marriott, part of Marriott Bonvoy’s portfolio of over 30 extraordinary hotel brands, today unveils its second property in Kenya with the opening of JW Marriott Hotel Nairobi. Standing as the tallest hotel in the country with 35 stories in the Westlands commercial district, JW Marriott Hotel Nairobi captures the essence of Kenya’s natural beauty and heritage, offering travellers a peaceful escape for the mind, body, and soul.
“As JW Marriott expands its presence in Africa, the brand enriches the region with a legacy of luxurious hospitality, seamlessly weaving together its dedication to holistic well-being and fostering meaningful connections throughout the continent,” said Helen Leighton, Vice President, Luxury Brands & Communications, Marriott International, Europe, Middle East & Africa. “JW Marriott Hotel Nairobi perfectly embodies the city’s contemporary yet mindful urban lifestyle. The property combines the warmth of African hospitality with serene spaces where guests can disconnect from distraction, focus on the present moment, and reconnect with what matters most to them.”
The hotel features 315 sophisticated guestrooms, five internationally-inspired dining destinations, a luxury Spa by JW, swimming pool, fitness center, and eight exceptional event spaces for gatherings and celebrations. An additional 51 spacious serviced apartments and a sky bar & lounge are slated to open later in the year.
An Urban Sanctuary – Bringing the Outdoors In
The hotel’s interior design is largely inspired by the beauty, heritage, and palette of Kenya’s great outdoors. Designed by George Wong, the property is inspired by the spirit and story of an African adventure, with an earth-toned colour palette of savannah browns, Maasai reds, cultural terracotta, and safari green incorporated throughout its spaces.
These aesthetic choices introduce a new echelon of luxury to the city, featuring intentional spaces that allow guests to connect with the essence of Africa, while enjoying the comforts of a modern urban hotel. Throughout the property a collection of unique works of art – from sculptures and handmade ceramics to wall murals and regional textiles – tell the story of the breathtaking Kenyan landscape.
The guest rooms and suites – including one Presidential Suite – offer guests a contemporary retreat to recharge and reset with breathtaking views of the city. Situated on the nine top-most floors of the high-rise tower, spacious serviced apartments will offer luxurious, exclusive experiences for long-stay guests and family groups in one, two, and three-bedroom apartments.
Mindful moments can be found at Spa by JW, which offers bespoke wellness experiences for guests during their stay, including customisable massages and beauty treatments to refresh and invigorate the body. Guests can maintain their daily routines at the state-of-the-art Fitness Center on the fifth floor, featuring a yoga studio, steam room, and an outdoor pool and terrace, offering an ideal space for ultimate relaxation.
Worldly Culinary Destinations
JW Marriott Hotel Nairobi is home to a host of rich culinary experiences that elevate the city’s hospitality scene to new standards of sophistication, with the goal of creating special moments and fostering a deeper connection between guests and locals. All-day MIDI Café & Patisserie creates the ideal spot for quick breakfasts, light lunches, or afternoon coffee and cake, while Myna Restaurant showcases international cuisine with an African flair, serving sumptuous buffet-style breakfasts and family Sunday brunches, as well as lunches and dinner from its indoor and outdoor terrace setting.
Hudson Tavern Bar & Grill offers the ideal setting to relax while watching live sports, featuring an authentic grill house serving tapas, mezze, and classic American burgers. Fine dining in the capital city is enhanced with the arrival of Mughal, celebrating the esteemed cuisine and culture of the Mughal Empire. Guests can embark on a unique culinary journey immersed in sumptuous décor and stories reminiscent of a gracious, bygone era. The cocktail bar is a highlight, serving signature drinks and mocktails infused with Mughal ingredients and spices.
Slated to open later this year, Mr. Pang Sky Bar & Lounge, situated on the 31st floor of the hotel, is set to become the city’s evening hotspot, offering modern Pan-Asian cuisine and upscale mixology offerings across its indoor bar and lounge, outdoor terrace, and two private dining spaces, including a premium whiskey library.
Fostering Connections
JW Marriott Hotel Nairobi offers over 1,700 square metres of exceptional meeting and event spaces equipped with state-of-the-art technologies, catering to all occasions from corporate events and meetings to family gatherings and celebrations. The pillar-less Grand Ballroom, hosting up to 800 guests, is an inspirational venue for the city and can be adapted for a range of events including luxury weddings. The hotel also has a sustainable meeting program, which includes strategies for reducing waste, ensuring responsible waste management, and maintaining energy efficiency to reduce the carbon footprint of events.
“JW Marriott Hotel Nairobi takes pride in ushering in a new chapter of refinement to our capital city,” added Eben Nel, General Manager, JW Marriott Hotel Nairobi. “The property is perfectly situated for restful overnight stays for those visitors adventuring into the country’s magnificent game reserves. For those visiting the city for longer and needing to revitalize their souls by immersing themselves in nature, the tranquility of Nairobi National Park, the world’s only national park within a capital city, is just a short drive out of the Central Business District. We are thrilled to open our doors and offer a warm Kenyan welcome, world-class service, and generous hospitality to our guests.”
Westlands is a social and entertainment hotspot within close proximity to Nairobi’s Central Business District and a number of top local attractions, including Nairobi National Museum, Karen Blixen Museum, Maasai Market, Bomas of Kenya, and Karura Forest, an urban upland forest on the outskirts of Nairobi. The Nairobi expressway links the area to Jomo Kenyatta International Airport, which is just a 20-minute drive away.
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