Climate, Demography, AI: Alerts You Shouldn’t Ignore [ABO]


Climat, démographie, IA... les alertes qu’il ne faut pas ignorer - Depositphotos.com Auteur OlekStock

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It would be unnecessary to revisit the flood of comments, analyses, and expert assessments that have poured into the media, and predictions—sometimes highly alarming, sometimes moderate—recorded all over the world; yet there are other alerts issued by our planet in distress that do not bode well for a calm future of travel and tourism.

As an example, we have identified a few of them that will at least help you anticipate development strategies (sometimes far too often reckless) and better understand where the world is headed!



« Tsunami ready »: UNESCO Mobilizes along the Côte d’Azur

While an unexpected mud tsunami has killed hundreds in Nepal (as we write), note that since June Nice, Cagnes-sur-Mer, Saint-Laurent-du-Var, Beaulieu, Villefranche-sur-Mer and Eze have earned UNESCO’s Tsunami Ready label.

They thus join neighboring Cannes, which was labeled in 2024, and now display the 800 warning panels installed along coastal areas to inform affected populations of two things: firstly, the direction to move to distance themselves as much as possible from the water in case of a tsunami alert. Secondly, additional panels indicate zones to be evacuated urgently.

Introduced after the 2004 Indian Ocean tsunami, which, as remembered, claimed more than 220,000 victims including thousands of holidaymakers, this UNESCO-coordinated global tsunami alert system should not go unnoticed in a region that is known to be particularly sensitive to earthquakes and other landslides capable of sweeping away populations and transportation infrastructures, homes, beaches, airports…

Relying on a very dense network of sensors, seismographs, and regional alert centers combining scientific expertise, international coordination, and the ability of local authorities to act quickly, the system is still in its early days but demonstrates the extreme vigilance to which humanity must devote itself in order to avert tragedies with dramatic consequences.

Covering today the ocean basins of the Pacific, the Indian Ocean, the Caribbean, the Northeast Atlantic, and the Mediterranean, the system is thus present in Samos in Greece, in Alexandria, in Costa Rica, in the Marshall Islands, in Honduras, in Cadiz in Spain… and more and more in India, Turkey, as well as in Peru which is celebrating its first label this year. Altogether, 43 countries have developed it.


While UNESCO acts to strengthen the resilience of coastal communities through several key initiatives, all experts are on edge, research is energised and the press fortunately serves as a vigilant, well-documented relay:

– Debating and proposing with Shift Project: Among the many laudable initiatives, note that Jean-Marc Jancovici’s Shift Project has just launched a “citizens’ assembly” consisting of 150 people invited to debate in person. A participatory platform: www.uncommunaccord.fr will allow participation in the debate to which tourism professionals should participate in large numbers.

– In a more tourism-oriented register, note that new data from Protect Group, a major supplier of travel-related products and services, reveal that the conversion rate for reimbursement insurance for its partners has nearly doubled, rising from 14% to 27%. France has also progressed, reflecting travelers’ willingness to manage risks caused by all sorts of operational disruptions or simply by a desire for greater flexibility: “travellers increasingly regard protection as an essential part of the booking process rather than a mere extra option,” said Stephen Joyce, Head of Global Strategy – Travel & Tourism at Protect Group.


Demographic Alert: “Global Depopulation Is the Most Likely Future”

In another domain, just as essential but less visible, the reversal by demographers of forecasts strikes me as particularly evocative of the false detours that forecasting activities can take.

It was said that the world population would reach 10 billion people by 2050, up from 8 billion today. Yet the prospect now points to a dramatic slowdown linked to a decline in fertility rates. Notably in Korea, Brazil, Italy… about forty countries are already affected.

While China, hit by its one-child policy, will see its population by the end of the century fall to around 650 million. And this against the United States where the fertility rate will be higher, so the population will rise without necessarily having the workforce needed for unskilled jobs!

And especially with respect to an Africa that is estimated to reach 2.5 billion inhabitants, i.e., more than double its current level, the world’s geopolitics and the handling of migration flows, including within the continent where they are the most numerous, will have to be reconsidered. Already, it is forecast that 750,000 African immigrants will be legalized in 2050.

…But what does all this mean? An aging population in the West and in China means a population less innovative, less dynamic, more costly for the state, more demanding of care tailored to its needs… But, good news, emphasize the demographers, it will be more peaceful.

As for the geopolitics of this tomorrow’s world, it is far from predictable with countries like Indonesia, Pakistan, Nigeria reaching 400 million inhabitants and India at 1.4 billion.

In any case, for this “old” world, it would also be a good time to consider planning for the future in all equipment to be built, a possible reconversion for seniors, as Japan is already doing!

We could also try to address the worst of the ills affecting seniors: isolation.


TAP Air Portugal: Air France-KLM, AS’s clear-cut objective [ABO]


Air France - KLM : objectif carré d’AS - Image : C. Hardin, générée par intelligence artificielle

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Aux dernières nouvelles, la décision finale du gouvernement portugais pour choisir quel groupe aérien pourra prendre une participation pouvant atteindre 49,9 % du capital de TAP, devrait intervenir à la fin de cet été.

Les deux groupes candidats à la reprise que sont Air France-KLM et Lufthansa ont fait savoir qu’ils avaient remis leur offre contraignante au gouvernement portugais, plus précisément à Parapublica, l’agence de gestion des participations de l’État.

Pour le groupe Lufthansa, cette première étape d’entrer au capital de TAP à hauteur de 49,9 % serait la poursuite de cette stratégie d’acquisitions commencée il y a une vingtaine d’années avec le rachat d’Austrian Airlines, Swiss et Brussels Airlines.

Avec la dernière, ITA Airways, à Rome, acquise fin 2025, et l’éventuelle nouvelle venue TAP à Lisbonne, le groupe allemand règnerait sur l’Atlantique Sud et les axes entre l’Europe vers l’Amérique du Sud et l’Afrique.

Pour Air France-KLM, et pour faire face à ce rival, la stratégie évolue. Les deux hubs de Paris et Amsterdam ainsi que la joint-venture avec l’Américaine Delta ne sont plus suffisants.

Le groupe veut lui aussi se renforcer principalement vers les États-Unis, l’Asie et l’Amérique du Sud. Avec des résultats plutôt solides depuis quelques années, il veut aussi prendre sa part dans la consolidation du transport aérien européen et créer une verticale de quatre Hubs puissants de l’Atlantique Nord à l’Atlantique Sud, un « Mur de l’Atlantique » en quelque sorte, pour faire face.

Regardons ces hubs de plus près.



Copenhagen Will Strengthen Its Position


TAP Air Portugal : Air France - KLM, objectif carré d’AS [ABO]


On June 30 last, in the heat of summer, the news barely drew attention, but it was interesting as it signals the rise of SAS, of which Air France-KLM is the new shareholder.

The Copenhagen-based Scandinavian carrier announced the acquisition of up to 40 new long-haul Airbus A330s for $10 billion, the largest investment in the history of this company.

With the summer 2025 order of 55 Embraer short- and medium-haul aircraft to feed Copenhagen, a promising hub is clearly emerging far north in Europe toward Asia and the United States that Air France-KLM would certainly like to benefit from.

An ongoing project for now since, with a 19.9% stake, the French group remains today more of a competitor than anything else. But if all goes well, the situation should change this year, with Air France-KLM planning to increase its stake in the Scandinavian airline to 60.5%, making it a subsidiary able to capture a market with a high GDP.


Schiphol Amsterdam: The Weak Link?


TAP Air Portugal : Air France - KLM, objectif carré d’AS [ABO]
Faut-il voir dans ce projet de nouveau hub danois plus qu’une complémentarité au hub d’Amsterdam, fief de KLM, dont le gouvernement des Pays-Bas bride la croissance depuis plusieurs mois ? Se substituer ?

Certains, chez KLM, ne sont pas loin de le penser. Avec sa flotte long-courrier en croissance, SAS, à moyen terme, a vocation à « chasser » les clients de KLM pour les attirer vers Copenhague.

Aussi, Ben Smith, le PDG d’Air France-KLM avait dit tout le mal qu’il pensait de la politique du gouvernement néerlandais, gestionnaire de l’aéroport de Schiphol-Amsterdam, et qui avait fixé un niveau élevé de redevances aéroportuaires et voté des mesures visant à réduire le nombre de vols pour limiter les nuisances sonores. Une bataille juridique est engagée depuis.

Côté redevances, et depuis la guerre dans le Golfe, le gouvernement a desserré l’étau en appliquant une remise de 10 % jusqu’en mars 2027.

Un premier geste salué par Ben Smith : « la première bonne nouvelle depuis longtemps aux Pays-Bas concernant les coûts liés aux opérations à Schiphol ».

Mais sur l’affaire des créneaux horaires, le PDG d’Air France-KLM en avait rajouté une couche lors de la dernière assemblée générale d’A4E (Airline for Europe) avec une menace à peine voilée de ne pas avoir d’autre choix que de positionner des avions « ailleurs » en l’absence de suffisamment de créneaux.

Le gouvernement arrivé aux affaires en 2026 reste sur une ligne plutôt favorable aux limitations de vols ; cependant, on sent, à travers les nombreuses déclarations parues dans la presse ces derniers mois, qu’il veut trouver, avec l’ensemble des opérateurs de Schiphol, un compromis équilibré permettant une meilleure compétitivité en matière de connectivité.


Paris CDG Aims to Be More Attractive


TAP Air Portugal : Air France - KLM, objectif carré d’AS [ABO]
Pour le hub parisien d’Air France à CDG, mieux vaut tard que jamais. Il aura fallu attendre cependant assez longtemps avant qu’ADP et le groupe français unissent leurs efforts pour construire un levier d’attractivité : le Stopover.

Un produit développé ailleurs dans le monde, peu en Europe, mais beaucoup « dans les pays qui ont fait de leur secteur aérien une stratégie industrielle souveraine et économique : Istanbul, Dubaï, Doha, Singapour, Hong Kong », comme le précisait Sébastien Justum, Secrétaire général adjoint d’Air France-KLM, lors de la présentation du dernier rapport de la Chaire Pégase sur « Le rôle du transport aérien dans l’attractivité touristique de la France ».

Après le partenariat conjoint Air France–ADP annoncé au dernier salon du Bourget en présence du Président de la République, la décision, enfin, de positionner Paris comme elle aussi une escale sur un parcours international se concrétise.

Voici désormais « Paris Stopover », un nouveau dispositif créé par Air France et Extime Travel, la marque commerciale du Groupe ADP dédiée « aux expériences touristiques ».

ADP nouvelle agence de voyages ? Ça en a tout l’air, sauf que les réservations de vols, hôtels et locations de voitures vendus sur les sites de Paris Aéroport et d’Extime sont gérées par MisterFly.

Alors que 50 % des clients d’Air France arrivant à Paris CDG sont en correspondance, ils peuvent désormais, avec Paris Stopover, et si leur correspondance est au minimum de 27 heures, profiter d’offres, réserver des packages, des offres de séjours conçues par Extime Travel avec transferts, hébergements et activités diverses.

Autre avantage pour Paris CDG, et dont Air France-KLM se félicitera sûrement : le futur contrat de régulation d’ADP, et pour lequel, selon nos confrères des Échos, l’État aurait donné son feu vert. Dans ce plan de développement, il est prévu une forte baisse de la redevance applicable aux passagers en correspondance, avec un abattement passant de 40 à 60 %.

Toujours selon nos confrères des Échos, et sur ce point précis, les opérateurs concurrents d’Air France n’apprécient pas ce qu’ils considèrent comme une « distorsion de concurrence ».

Le SCARA, dans un communiqué récent à dénoncé : « de faire porter aux dessertes aériennes point-à-point européennes, domestiques et ultramarines le financement d’une stratégie qui ne les concerne pas directement puisqu’elle vise à attirer des lignes internationales et à faire de Roissy-CDG un hub de correspondances apte à rivaliser avec les grandes plateformes internationales. »

À ce sujet, l’ART, l’autorité de régulations des transports devrait se prononcer en décembre prochain.


Tourism and Climate: 5 Practical Actions to Reduce Your Company’s Carbon Footprint [ABO]


Il faut vraiment voir la transition écologique comme un formidable levier d'innovation et d’adaptation - DepositPhotos.com, duiwoy

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This summer, it’s hard to open a newspaper without encountering a climate-related story.

The megafires have devastated Gironde, fires have multiplied in several regions of France, water restrictions linked to a drought are taking hold for good… All these events remind us that climate change is no longer a distant scenario. It is already shaping our territories, our landscapes, and our tourist activities.

And as if that weren’t enough, July 2026 has become the hottest month ever recorded in France, after a June that was already historic!

Tourism is on the front line. It suffers directly from climate disruption: shaken seasons, closures of natural sites, tensions over water resources, evolving traveler expectations

But it also contributes. According to the latest estimates from the Service des données et études statistiques (SDES), the carbon footprint of tourism consumption in France reached 75 million tonnes of CO₂e in 2023.

Movements alone account for 65% of this footprint, making it by far the primary lever of action for the sector.

The think tank The Shift Project also notes that 85% of the distances traveled by the French for their trips still rely on fossil fuels. A finding that shows the scale of the challenge… but also the numerous opportunities for innovation for the sector!

So, faced with these figures, what do we do? Where to begin? First good news: reducing your carbon footprint does not mean giving up travel. No, it’s mostly about rethinking certain practices.

And second good news: not all actions have the same impact. The goal isn’t to change everything at once, but to focus your efforts on the emission sources that matter most. And for that you will need to calculate your carbon footprint!



Measuring to Act More Effectively

Reducing your carbon footprint without a metric is a bit like hiking without a map: you move forward, but it’s hard to know if you’re heading in the right direction.

Tools such as the Bilan Carbone® (created in 2004 by ADEME and carried since 2011 by ABC, the Association for the Low-Carbon Transition), or the GHG Protocol help identify the main emission sources and set action priorities.

Expect not to obtain a perfectly precise figure. The carbon footprint assessment is mainly about understanding where the largest impacts lie so you can invest your time and resources where they will be truly useful.

And now that you have a solid starting point, we can really begin!


1. Act on mobility, the first lever of decarbonization

Unsurprisingly, transport represents the main emission source in tourism.

For many, this is where the biggest gains lie. Of course, a hotel or a travel agency doesn’t always choose the transportation mode for their clients. However, they can influence their decisions.

Some action options :

highlight train itineraries during the booking process

– offer discounts or benefits to travelers arriving by soft mobility

develop partnerships with public transport networks or bicycle rental operators

– install charging stations for electric vehicles

– encourage business trips by train whenever possible.

Internally, we can also rethink staff travel through carpooling, a sustainable mobility allowance, or telework when missions allow.

The goal here is not to ban flying or driving, but to offer more alternatives and to make the leaner choices easier and more attractive!


2. Reduce energy consumption in buildings

Hotels, restaurants, campsites, holiday residences, or visitor sites: buildings also account for a substantial share of greenhouse gas emissions.

Good news: many actions can reduce both the carbon footprint AND energy bills at the same time!

Among the most effective levers :

– gradually replacing lighting with LEDs

– improving thermal insulation

optimizing heating and cooling systems

– installing occupancy sensors in common areas

regularly monitoring energy consumption to identify drifts.

The most significant investments can be integrated into an energetic renovation strategy over several years. Again, the key is to progress step by step.


4. Buy differently


5. And finally, never forget the digital realm!

Online booking, marketing campaigns, websites, social networks, artificial intelligence… digital technology has become essential in our daily lives and for work.

Unfortunately, because digital isn’t something tangible, its environmental impact is still largely unknown.

Without giving up (of course) on digital tools, it’s possible to adopt a more restrained approach :

– lighten your website and remove unnecessary content

– limit video on your site and on social networks

– extend the life of IT equipment

– limit the storage of superfluous data

– use AI tools when relevant, prioritizing high-value uses.

To learn more about the environmental impact of digital technology, especially AI, I recommend the article “Artificial Intelligence: The Real Environmental Cost of the AI Race” by Bon Pote, and participating in or organizing workshops like The Fresque du Numérique and The Battle of AI.


Bonus idea: getting certified to accelerate your transition

When a company wants to structure its environmental approach, a question sometimes arises: should we aim for a label? The answer is usually yes… provided you don’t treat the label as an end in itself.

A label is not intended to “greenwash” a company. Its real value lies elsewhere: it helps to structure the approach, set objectives, measure progress, and commit to continuous improvement.

For tourism professionals, it also serves as a trust signal to travelers, partners, and employees.

Depending on your activity, several frameworks can guide you :

– La Clef Verte is today the leading international environmental label dedicated to tourist accommodations and restaurants ;

– for tour operators, the ATR label – Acting for Responsible Tourism – highlights agencies committed to a demanding approach to environmental, social, and economic responsibility ;

– companies with an international presence can also look to Travelife, recognized in the sector ;

– you can also rely on cross-cutting standards such as ISO 14001, Engaged CSR (AFNOR) or B Corp, which help structure a global sustainability strategy.

Whatever standard you choose, the essential remains the same: use the label as a tool for progression, not as a mere showcase.

Finally, don’t forget a crucial factor: the people. Raise awareness among your employees and your travelers!

You can find some tips in two previous articles: “10 essential awareness workshops in tourism” and “Responsible travel: how to engage without guilt?”


Reducing Your Carbon Footprint: An Opportunity to Reinvent Tourism

For a long time, ecological transition was seen as a sequence of constraints: new regulations, investments, changes in habits…

Today, it’s essential to view it as a formidable lever of innovation and adaptation.

Of course, reducing your carbon footprint helps limit your impact on the climate. But it’s also an opportunity to control energy consumption, strengthen ties with local actors, offer more authentic experiences, and meet the expectations of a clientele that is increasingly attentive to these issues.

And no, reducing your carbon footprint does not mean doing less tourism. It’s about tourism that is more resilient, leaner, and more desirable.

Each company will progress at its own pace. What matters is to start, to measure progress, and to keep learning.

As always, the best low-carbon strategy is not the one that promises perfection, but the one that becomes a durable part of the company’s daily life!


Key takeaways for tourism professionals

– start by identifying your main emission sources before multiplying actions.

– transport, energy, food, purchases, and digital are the main levers for reduction.

training your teams is essential to sustainably transform practices.

support your travelers with simple and positive solutions rather than guilt-inducing messages.

– CSR labels provide an excellent framework to structure your approach and showcase your commitments.

– the low-carbon transition is not only a response to climate change: it’s also an opportunity to strengthen resilience, attractiveness, and competitiveness of your business.


Find all articles by Camille Le Guilloux by clicking here.



Camille Le Guilloux - DR

Expert in Responsible Marketing, Camille Le Guilloux is on a mission to inspire, equip, and guide companies toward more ethical and sustainable marketing practices.

Having become an impact-driven infopreneur and facilitator of various CSR awareness workshops (Climate Fresk, 2 Tons Workshop, Ocean Fresk, Fresk of the New Narratives), she now helps businesses and business-school students implement effective and responsible strategies.

Website: www.kerezenn.com


Jet Tours gears up for the launch of three new clubs [ABO]


Bryce Arnaud-Battandier : plus de la moitié des ventes de Jet tours sont aujourd'hui réalisées en agences de voyages et, surtout, « la croissance se fait sur les agences » - Photo NG Travel

Hurtigruten


Relancée en 2025 par NG Travel auprès du réseau d’agences de voyages, la production de Jet tours se fait une place.

« We are generally growing. Since the start of the year, we have not been in a downward trend. For the group, spring was inevitably challenging and, even though the situation improved in June, July and August, it is not possible to speak of catch-up at this stage.

However, for Jet tours, since the beginning of the year, we have essentially doubled
», confirms Bryce Arnaud-Battandier, Chief Executive Officer of NG Travel, interviewed by TourMaG.

More than half of Jet tours’ sales are now made through travel agencies and, above all, “growth is happening through the agencies,” notes the CEO.

At its launch, the group had set an ambitious objective: €150 million in B2B revenue within three years, then €180 million within five years. „ We are maintaining this ambition to reach €150 million in three years,” he confirms.



Jet tours prepares the launch of three new clubs

To continue this momentum, Jet tours will strengthen its offering.

This summer, the brand had three clubs: Club Jet tours Ostria Resort & Spa 5* in Crete, Club Jet tours Khaolak Marriott Beach Resort & Spa 5* in Phuket, Thailand, and Club Jet tours Anaya Zanzibar 5*.

« The Zanzibar club, owned by NG Travel, performed particularly well », says the CEO, and « the outlook for the winter is very positive ».

Jet tours thus prepares the launch of three new clubs – already signed – which are due to be online in the coming weeks. The objective is for the entire new offering to be fully operational no later than the IFTM show.

The new locations should reinforce NG Travel’s desired positioning: a premium-scale club with particular attention given to dining, sport and families.

The group particularly intends to differentiate itself with sporting services and coaching, but also with clubs tailored for children and teenagers.

« For us, there is really room for premium club experiences. We must excel in the quality of our service and products, because agencies expect flawless service.

This is a positive demand, but it is also why we did not want to move too quickly,
» explains Bryce Arnaud-Battandier.


The innovations presented for the IFTM

Another development axis: the Jet tours Signature line.

The brand had built a portfolio of around 70 products. It will now undergo a partial renewal of the catalog to retire underperforming items and to incorporate new ones.

The principle remains unchanged: select high-quality hotels, negotiate favorable pricing, and above all offer clients exclusive privileges.

Depending on the establishments, these can take the form of an upgrade, an excursion, a massage or other experiences. « We see that it works very well ».

The same logic applies to the tours: Jet tours will continue developing its production.

The brand keeps its small-group circuits, limited to 20 people, with French-speaking guides and a quality pledge. But it will continue to develop its “Essentials” range in parallel.

Everything will be unveiled at the IFTM, where Jet tours intends to present all of its winter novelties.


40% of sales are already for the winter season

For the summer of 2026, last-minute sales boosted activity: 50% of clients booked their summer stay less than 30 days before departure, compared with 25% a year earlier.

«Ultimately, our job is to ensure hoteliers that our clients will arrive, but they are a bit more last minute», explains Bryce Arnaud-Battandier. «On the flight side, we bear some risk, but we have also worked a lot on flexibility.

There was still quite a bit of capacity on the market at perfectly reasonable prices. It was positive for our clients and it allowed us to maintain very fair rates.
»

The booking window was halved: families booked on average 58 days before departure (versus 90 in 2025) and couples 54 days before (versus 84 in 2025).

The average vacation budget remained broadly stable, at €1,557 per person. Greece tops the list with 35% of departures, ahead of Spain (20%) and Tunisia (15%). Together these destinations account for 70% of departures, with Crete particularly favored, as Jet tours notes in a press release.

After a summer dominated by last-minute bookings, the trend reverses for winter with more forward planning.

At Jet tours, 40% of sales already concern the winter season. In the destination ranking, Egypt shows a particularly pronounced comeback. Zanzibar is also among the winter’s strong destinations. The success of the in-house product, the Club Jet tours Anaya, notably drives sales. Finally, the Canaries complete this trio.

Brazil: Generous Hospitality as a Driver of Transformation in Luxury Tourism [ABO]


Au Brésil, l’hospitalité n’est pas une construction récente. Elle s’inscrit dans la culture, dans les comportements et dans la relation à l’autre - DepositPhotos.com, dabldy

Hurtigruten


Brazil has always nourished a powerful imagination, spanning nature, history, and the relationship with others.

This imagination is not unfamiliar to French culture. Since the 16th century, France has shown interest in this territory, notably through the episode of France Antarctique in the bay of Rio de Janeiro.

This long-standing relationship echoes in literature, notably with Rouge Brésil by Jean-Christophe Rufin, which traces this encounter between two worlds. The narrative highlights what still today makes Brazil unique: the capacity to welcome, to blend cultures, and to forge a different relationship with others.

This historical and cultural link between France and Brazil goes beyond the frame of the narrative.

It is reflected in certain architectural influences, in the cross perspectives between the two countries, but also in how French travelers today approach the destination.



A redefining of luxury around experience, relationship and the identity of places

In the context of luxury tourism, this relationship takes on a particular dimension.

It enables French professionals – agencies, investors, hoteliers – to better understand a destination that, while deeply different, shares a common sensitivity around culture, the art of living and hospitality.

Long perceived through partial prisms, sometimes reduced to its structural challenges or to its most iconic images, Brazil today asserts itself as one of the most distinctive destinations in international tourism.

This evolution is neither a fashion trend nor a marketing repositioning. It is part of a long-term movement led by players who have progressively organized the country’s upscale transition.

This transformation does not merely rely on opening new hotels or upgrading infrastructure. It rests on a deeper change: a redefinition of luxury around experience, relationship and the identity of places.

At the heart of this transformation, the Brazilian Luxury Travel Association (BLTA) plays a central role. Created in 2008, the association now brings together 66 hotels and 8 DMCs across 39 destinations throughout the country.

Its mission goes far beyond promotion. It aims to structure a vision of Brazilian luxury, define its standards and carry its voice on the international stage.


A paradigm shift: from product to experience

The international luxury sector is undergoing a structural evolution. Value is no longer measured solely by the quality of equipment or the standardization of service. It shifts toward the ability to create a singular, embodied, and memorable experience.

Brazil presents a strong uniqueness in this context: hospitality is not a recent construction there. It is embedded in culture, in behaviors and in the relationship to others.

This reality constitutes a major competitive advantage. Camilla Barretto, CEO of the BLTA, offers a clear reading: « This is not an obvious luxury. It is a luxury combined with authenticity. If you go to Brazil, you won’t find this place anywhere else. »

This approach redefines the selection criteria for agencies and clients. The choice of a destination no longer rests solely on its level of equipment, but on its ability to create .


A complex territory that requires strong expertise

The main challenge for Brazil lies in its complexity. A continent-country, it cannot be approached as a homogeneous destination.

Each region has its own codes, operational constraints and opportunities.

For travel agencies, this reality implies an increased need for qualified intermediation. Value no longer lies solely in booking, but in the ability to build a coherent, smooth itinerary tailored to the client’s profile.

This is precisely where the Brazilian market is progressing. Actors, including the BLTA, have helped raise the overall level of professionalism by creating standards, networks and selection tools.

The development of tools such as the Mystery Shopper Audit, based on more than 240 criteria, responds to a key expectation of international buyers: transparency of quality.


Emblematic references that structure the perception of luxury


Generous hospitality as a competitive advantage

One of the most differentiating elements of Brazil lies in its relational culture.

The welcome goes beyond mere service. It is expressed in a way of being, in spontaneity, and in a natural attentiveness to others.

Camilla Barretto summarizes this specificity: « We do not pretend to welcome people. We smile at them.In Brazil, it’s open, it’s free, it’s vibrant. »

This dimension corresponds to what I call generous hospitality. For tourism professionals, this notion represents a strategic lever. It allows creating differentiating experiences without resorting to artifices or excessive investments.

It also constitutes a loyalty driver. A strong relational experience creates a lasting memory, well beyond the material elements of the stay.

Read also : Luxury hospitality: the three keys to creating an experience that leaves travelers with a lasting impression


Sustainability and preservation: a central challenge

The upgrading of Brazil goes hand in hand with a major challenge: preserving the authenticity of its territories. The development of luxury tourism cannot come at the expense of ecosystems and local cultures.

This question becomes central for investors and operators.

The BLTA has integrated this dimension by setting an ESG certification objective for all its members by 2029, in line with the Global Sustainable Tourism Council standards.

This positioning responds to growing expectations from international clients, but also to a long-term requirement: maintain the country’s attractiveness.

Read also: Hospitality: the luxury of tomorrow will be sustainable or no longer


What to remember: Brazil, a strategic market to structure with precision

– Brazil is entering a decisive phase of its tourism development. The country has unique assets: diverse landscapes, rich culture, natural hospitality. The challenge is no longer to discover these assets, but to structure them.

– For travel agencies, Brazil offers a clear opportunity: to propose differentiated experiences with high emotional value, in a market still under construction.

For investors and operators, the question is more strategic: how to develop a luxury offering while preserving the country’s essence? The answer lies in a fine understanding of what makes Brazil’s singularity. This singularity rests on a simple truth: luxury is not limited to what is seen. It is played out in relationships, attentiveness, and the ability to create connection.

– Generous hospitality is not a concept. It constitutes a real competitive advantage, already present, still partly untapped.

– Brazil does not seek to catch up with the great international luxury destinations. It offers something else: a more human, more embodied, more memorable experience. A territory that does not ask to be transformed, but to be understood.


To follow: Rio de Janeiro: a collection of hotels embodying different cultures of luxury


Laurent Delporte


Laurent Delporte - Delporte Hospitality

Laurent Delporte is the president and founder of DELPORTE Hospitality.

After 25 years of experience in luxury hospitality, notably within the Accor group, he combines a visionary spirit, an international hospitality culture, managerial and operational skills, and a network of independent experts to support decision-makers in hospitality in service of their clients, employees and partners.

As a recognized consultant in the hotel industry, an executive coach to leaders, a speaker in the world of hospitality, he also runs the DH-Mag magazine dedicated to trends in the hotel industry and speaks at leading schools and trade shows (HEC, Sup de Luxe, EquipHotel, Maison & Objets…).

Moreover, Laurent Delporte ranked 8th in the international ranking of hotel influence in 2024 by the American magazine Global Hospitality and the International Hospitality Institute (IHI) based in the United States. He was also selected in the list of the 25 luxury sector speakers worldwide.


Aviation: Brussels Targets Carbon Quotas, Threatens Prices and European Airlines? [ABO]


ETS : Bruxelles veut étendre les quotas carbone, une menace pour les compagnies européennes ? - Depositphotos.com Auteur symbiot

Hurtigruten


Hard times for the Gulf hubs.

While geopolitical tensions and thus instability persist in the region, affecting air traffic, the appeal of the Gulf’s strongholds— notably the Doha, Dubai, and Abu Dhabi hubs— could further diminish in the years to come.

Indeed, in a proposal for a directive from the European Parliament and the Council, it is learned that the European Commission plans to extend its Emissions Trading System, the ETS, beyond intra-European flights.

Eric Drésin, secretary general of ECTAA (the European association of travel agents and tour operators), told TourMaG that this project is very recent, “we are really at the very beginnings of discussions on these issues. But there could be an increase in costs for the airlines.

Briefly remind what the ETS are, Emissions Trading Schemes in English, which can be translated as: systems for trading emission rights. A system introduced in 2005 obliging companies to purchase rights to emit CO₂.



Chinese and Americans Spared by Brussels

Regarding air transport, these emission quotas apply only to flights within Europe.

But starting in 2029, Brussels aims to adjust the criteria and include the scheme for flights whose destinations are less than 5,000 kilometers from Frankfurt.

Would then be affected a portion of Africa, of Russia and especially the Middle East with carriers such as Emirates, Qatar, Etihad or even the “little” Riyadh Air. This extension, on the simple principle that the farther you go the more you pay, can be understood. However Brussels is up against the hard law of the strongest which seems to become the law “full stop.” The famous 5,000 kilometers thus completely spare the United States and China, which had suggested that in the event of new “taxes” there would be retaliations.


Carbon quotas: European airlines protest

With this proposed ETS extension, at first glance one might think Brussels is restoring a bit of fairness in the fierce competition between European carriers and those from the Gulf that will now be impacted.

But most major European-based airlines think the opposite. For groups like Air France-KLM, Lufthansa or IAG, this extension would cover hundreds of new routes among those they operate and thus ETS costs would truly explode.

In the columns of the Dutch daily De Volkskrant, the carrier KLM had said that it already pays €172 million for emission rights, i.e., 1.5% of its total costs, and viewed a massive price rise with dismay in the coming years.

By means of a note published last May, Air France-KLM informed Brussels that it opposesfirmly any extension of the EU ETS to all flights departing the European Union to destinations outside Europe.” The group asserts that such a measure would further increase the decarbonization burden already disproportionately borne by European carriers. It adds that it would amplify distortions of competition vis-à-vis non-European carriers and could provoke retaliation measures from third countries.

And this document, produced by Air France-KLM’s top management, goes well beyond a mere protest. It is also a counterproposal to Brussels’ upcoming revision of the European emissions trading system, to which the group says it would contribute more effectively and profitably to the EU’s 2050 climate neutrality goal.

Among the proposed measures, and besides maintaining the current geographic scope of the ETS, Air France-KLM also calls for extending the free carbon quotas granted to carriers using SAF to beyond 2030, a limit set by Brussels.

Known as FEETS (Fuel EU ETS Support), this temporary mechanism allocates free carbon quotas called SAF Allowances to carriers using SAF to reduce their ETS bill.

This transitional measure, designed as an encouragement to adopt SAF, is supposed to end in principle in 2030 but for Air France-KLM, that limit is incompatible with industrial SAF investments that are planned over 15–20 years and with the ramping up of SAF-fuel obligations, which remains for a long time far more expensive than kerosene and will have to be carried in the tanks at 70% by 2050.


Plans to Abandon Routes?

In Air France-KLM’s document, the group also seems ready for significant concessions, notably route abandonments, provided that this SAF Allowances scheme is extended to intermodal practices feeding the group’s hubs at Paris-Charles de Gaulle and Amsterdam-Schiphol.

In other words, if Brussels were to reward airlines with free carbon quotas for transporting passengers by train to their hub, certain routes could simply be dropped.

The group would like to convert air passengers into rail passengers for those connecting to long-haul flights, replacing short- and medium-haul flights that fall under the EU Emissions Trading System.

We are thinking of certain links between French provinces and CDG, or other European cities near Amsterdam such as Brussels.

A little revolution.


Train and Flight on a Tight Schedule: Should the Airline Reimburse Fees? [ABO]


Train + Avion : vol avancé, la compagnie doit-elle rembourser les frais ? - Depositphotos.com tanja.kitura@gmail.com

Hurtigruten


A couple approached the Mediation after incurring additional expenses following a schedule change to their trip, which combined a train journey with a flight to South Korea.

The travelers had booked a single ticket that included a train ride to Paris-Charles de Gaulle Airport, followed by a flight to Seoul. After a schedule change, the flight was moved up by more than an hour, reducing the layover to just 1 hour and 50 minutes.

Feeling this interval insufficient to comfortably complete the connection, they chose not to use the planned train and instead left the day before. This decision incurred train, hotel, meals and transportation costs, totaling more than €500.



What the texts say:

On the legal front, the Mediation recalls that European Regulation No. 261/2004 does not apply to multimodal tickets combining a train and a plane within a single contract. The file is therefore assessed under the general contract law framework.

Under Article 1217 of the Civil Code, a traveler can seek redress when the contract is not performed as agreed.

Yet, in this case, the layover was only 1 hour 50 minutes, while Paris airport guidelines require a minimum 2 hours 30 minutes between a train and a flight.

The Mediation also notes that the airline ultimately accommodated the passengers on the Seoul-bound flight even though they had not taken the intended train segment, which amounts to acknowledging that they had to organise themselves at their own initiative.


What the Tourism and Travel Mediation recommends:

Under these circumstances, the Mediation concludes that the costs incurred to reach Paris the day before may be reimbursed on the basis of contractual liability, provided that the travelers furnish the supporting documents.

It therefore recommends covering the duly justified expenses.


Find all practical cases of the Tourism and Travel Mediation by clicking HERE.


Brazil, Spain, Rail Travel: This Week in Tourism News [ABO]


La revue de presse internationale de la semaine - Depositphotos.com Auteur serezniy

Hurtigruten


Au sommaire de la revue de presse de la semaine du 24 août 2026 :



Eurostar bientôt concurrencé sur le tunnel sous la Manche

Brésil : le voyage d’affaires accélère

Thaïlande, Australie, Japon : les choix de voyage varient selon les générations

European Sleeper met le cap sur la Scandinavie

EF World Journeys courtise enfin les agences de voyages

Israël : le tourisme international reprend de la hauteur

En Espagne, le « flex living » séduit aussi les plus de 50 ans

Voyages d’affaires et réunions : la frontière s’efface

Insolite ! À Los Angeles, bientôt des taxis pour éviter… les bouchons



Eurostar soon facing competition on the Channel Tunnel


D’ici 2030, la concurrence devrait se développer sur la liaison ferroviaire entre Londres et l’Europe pour atteindre jusqu’à 55 allers-retours quotidiens. @depositphotos/jonkempner

La liaison ferroviaire entre Londres et l’Europe pourrait fortement se développer d’ici 2030, avec jusqu’à 55 allers-retours quotidiens, soit environ un train toutes les 15 minutes.

Eurostar devrait faire face à l’arrivée de Virgin Trains et de Trenitalia, qui prévoient respectivement leurs premiers services en 2030 et 2029.

Un troisième acteur, Gemini Trains, ambitionne également de se lancer. Cette concurrence pourrait accroître l’offre et faire baisser les tarifs, mais plusieurs obstacles restent à lever, notamment les autorisations réglementaires et la capacité des gares et infrastructures.

Plus à lire sur politico.eu


Brésil : le voyage d’affaires accélère


Le Brésil connaît un fort développement du voyage d’affaires. @depositphotos/iveklitch.gmail.com

Le Brésil s’impose comme l’un des marchés les plus dynamiques du voyage d’affaires.

Selon la GBTA, les dépenses corporate devraient atteindre 35,8 milliards de dollars en 2026, soit une croissance de 13,8 %, la plus forte parmi les 15 principaux marchés mondiaux.

Une dynamique qui accompagne celle du tourisme international : les recettes des visiteurs étrangers ont progressé de 12,1 % au premier semestre, à 5,6 milliards de dollars.

Plus à lire sur abouttravel.ch


Thailand, Australia, Japan: travel choices vary by generation


Les attentes des jeunes voyageurs diffèrent d’une génération à l’autre. @depositphotos/luckybusiness

Une étude basée sur plus de 4 700 réservations met en évidence des différences entre Gen Z et Millennials. La Thaïlande arrive en tête chez les plus jeunes, devant l’Australie, l’Indonésie et le Vietnam, tandis que les Millennials privilégient l’Australie, la Thaïlande et le Japon.

Budget, réseaux sociaux, recherche de destinations moins fréquentées et dispositifs comme le visa vacances-travail expliquent en partie ces écarts.

Plus d’informations sur le site euronews.com


EF World Journeys finally courting travel agencies


Israel: international tourism rebounds


En Israël, les hôtels ont enregistré 395 000 nuitées de touristes en juillet 2026, soit une hausse spectaculaire de 139 % sur un an.@depositphoto/VeronikaGorBO

Le tourisme international en Israël semble retrouver des couleurs : les hôtels ont enregistré 395 000 nuitées de touristes en juillet 2026, soit une hausse spectaculaire de 139 % sur un an.

Sur les sept premiers mois de l’année, le nombre de nuitées atteint 1,7 million, contre 1,5 million en 2025.

La reprise semble également s’accélérer, avec une moyenne mensuelle de 247 000 nuitées sur les trois derniers mois, contre 181 000 auparavant.

A lire sur traveldailynews.com


In Spain, the “flex living” also appeals to those over 50


En Espagne, les plus de 50 ans, séduits par les logements flexibles.@depositphotos/marimar8989

Le logement flexible change de cible en Espagne : longtemps associé aux étudiants et jeunes actifs, il attire désormais aussi les plus de 50 ans, séduits par l’autonomie, les services et les espaces partagés.

Selon Cando Living, le parc espagnol devrait doubler d’ici 2028, passant de 19 000 à près de 39 000 logements. Madrid concentre une grande partie des nouveaux projets, tandis que le secteur attire de plus en plus d’investisseurs.

Un article du site hosteltur.com


Business travel and meetings: the boundary is blurring


La frontière entre voyages d’affaires et réunions s’estompe. @depositphotos/kasto

Les voyages d’affaires et les réunions d’entreprise pourraient bientôt se gérer sur une même plateforme. Avec l’acquisition de TROOP, spécialiste de la planification de réunions, Spotnana veut réunir déplacements individuels, événements, réservations et dépenses.

Une tendance qui se confirme : plus de 60 % des responsables voyages et achats supervisent désormais à la fois les voyages et les réunions, contre 50 % en 2025. De quoi donner aux travel managers un terrain de jeu encore plus vaste !

Plus à lire skift.com


Insolite ! À Los Angeles, bientôt des taxis pour éviter… les bouchons


Les Américains feront-ils mieux que les Français ? Parviendront-ils à transporter les visiteurs en taxis volants pendant les JO de 2028 ? @depositphotos/rikitikitao@gmail.com

Pour les JO de 2028, Los Angeles pourrait proposer une solution très californienne aux embouteillages : prendre les airs !

Un premier « vertiport » accueillera des taxis volants électriques d’Archer Aviation, capables de transporter quatre passagers.

Le trajet entre Burbank et le SoFi Stadium passerait ainsi d’environ une heure en voiture à 14 minutes dans les airs.

Une idée qui rappelle les JO de Paris 2024 : la France avait elle aussi prévu des taxis volants, mais le projet s’était finalement soldé par un échec et 2,9 millions d’euros de dépenses publiques. À Los Angeles, les taxis volants auront donc une petite revanche à prendre !

Une info à lire sur euronews.com

Agencies: 10 Tips to Sell the Train More Effectively [ABO]


1. Identify the Right Clients and Focus on Practicality

Agences : 10 conseils pour mieux vendre le train - Depositphotos.com Auteur studiostoks

Hurtigruten


The train should not be presented solely as an eco-friendly alternative to flying. Families, travelers who value autonomy, environmentally conscious customers, or those looking to avoid airport constraints constitute good targets.

« Typically, for a family, the train is incredibly simple. You arrive in the city center rather than being far from the airport and having to pay again for a shuttle. », notes Hugo Bazin, cofounder and CEO of Tictactrip and Very Train.

Olivier Bernard, founder and partner at Déclic Evasion, also highlights « the ease of access and comfort », notably with a booking window of only 30 minutes before departure for TGV INOUI, as well as « the high frequency of TGV INOUI or OUIGO services, which offers great flexibility in planning ».



The train can also meet the expectations of travelers seeking more autonomy. « A well-prepared train journey, with a good travel diary, is still well structured », recalls Laure Jacquet, director of Discovery Trains, an agency specializing in train travel.



2. Turn the Journey into an Experience

The train can be more than just a means of transport: landscapes, night trains, scenic itineraries, or historic trains can build a genuine experience.

« The primary motivation of train travelers, at least those who go through an agency, is not ecology nor love of rail travel. These travelers mainly want to experience a different kind of journey. », observes Laure Jacquet.

« People love the train, adds Hugo Bazin. We can walk, use the restrooms, work, read… You’re not in a car where you must stay focused, and you’re not in the plane where you have to arrive very early.

The travel advisor can also rely on destinations that are close and easy to access : Brussels, Amsterdam, Geneva, London or getaways in France. « Brussels, it’s under two hours by train and you arrive in the center » illustrates Hugo Bazin.


3. Favor One Carrier

Avoid, when possible, multiplying carriers on the same itinerary.

« If one carrier manages the route, they will be more easily able to offer a solution in case of a missed connection », explains Laure Jacquet. Her advice: « choose the same company from start to finish ».


4. Allow Plenty of Time for Connections

Caution is especially important in Germany.

« On all routes in Germany, plan generous connections, truly generous », insists Laure Jacquet. When possible, it’s even better to allow a layover night rather than a too-tight connection.


6. Check Timetables and Stations


7. Anticipate Disruptions

Train canceled or a compromised connection: « above all, don’t panic », advises Laure Jacquet. The first instinct should be to head to the railway company’s ticket counter.



« They are aware. They know that a train has been canceled and they already know if there is a solution », she explains. For the agency, the key is therefore to anticipate difficulties and identify the right contacts.


8. Rely on an Aggregator or a Specialist

Distribution remains a major hurdle. « The first obstacle to selling trains through an agency is the lack of offers, such as a truly dedicated B2B platform for trains with an agency account », says Hugo Bazin.

For complex cases, it’s better to depend on a specialist. « Trains aren’t straightforward », he concedes.

Aggregators can serve as an entry point for beginner agencies. « Aggregators are handy », confirms Laure Jacquet, especially to simplify managing multiple carriers. But « as soon as you become a specialist, it’s better to go through the carriers’ own sites ».

Discovery Trains represents Austrian trains (ÖBB) but also Canadian Via Rail Canada, Swiss trains (CFF/SBB) and the Swiss Travel System.

Read also: Travel Agencies: Is Train Travel Easier to Sell than Air Travel?


9. Sell a Package Rather than a Ticket

The low remuneration of base tickets remains a hurdle. « Today, SNCF pays travel agencies or resellers very little », notes Hugo Bazin. Hence the value of building a comprehensive offer.

« If we talk about a complete package, it becomes interesting », he explains. Train, accommodation, and activities can create more value and margin. Very Train thus announces an average commission of 8 to 12% on the overall package, while circuits published on the Discovery Trains site are commissioned at 10% for agencies.

For Olivier Bernard, rail travel is also a compelling product for groups and works councils. « The group terms for SNCF INOUI trains allow adaptation to organizational constraints with more flexible registration deadlines and better control of financial risks in case of partial cancellations. »


10. Get Training and Start Simple

Training remains essential to master the specifics of rail travel. Laure Jacquet invites agencies to participate in Travel Talk organized by Discovery Trains on October 8, 2026.

« We want to overturn preconceived notions. Well-sold, the train is a pleasant and profitable product, provided you know its codes and know how to showcase this experience », she insists.

The right approach for a starting agency: begin with simple itineraries, train and learn, and don’t hesitate to rely on a specialist when the project becomes more complex.


Find all articles in our series “Very Special Agent – The Pro’s Practical Guide” by clicking this link.


Caroline Lelievre Written by Caroline Lelievre Journalist – TourMaG.com
See all articles by Caroline Lelievre

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Budget 2027: Deficits, Debt, Stop or Continue? [ABO]


En France comme aux Etats-Unis, établir le budget de l'Etat est devenu un véritable casse-tête© vectorlab/ DepositPhotos

Hurtigruten


While the new school year approaches, preparing the 2027 Finance Bill (the PLF) is more than ever a headache: with rising interest rates, France has since mid-August to borrow at 4.1% — higher than Italy and Spain to close its monthly books. Unprecedented since 2008!

At this pace, the public deficit will reach about 5.9% of GDP in 2027, then nearly 7% in 2030, while France’s debt service will increase by around €10 billion per year between 2027 and 2030.


Thus, the debt could exceed 130% of GDP in 2030. That would be a catastrophe
because every euro spent on paying the interest on borrowings is not invested in education, health, security, infrastructure, or — in a context of increasing international uncertainty — Defense.


No consensus across the country

The Lecornu government still hopes to avoid reaching that point by cutting public spending.

The trouble is that, in France, there is no consensus either on the diagnosis or on the remedy.

On the contrary, at the end of August, the summer universities of La France Insoumise (LFI), the Socialist Party (PS) and the Greens confirmed that, for these parties, the salvation of France, a country already nearly the world champion of compulsory levies (taxes + social contributions), always lies in further tax increases and an expansion of public spending.

To the left, everyone suggests — albeit with nuances — heavily taxing corporate super-profits, possibly reducing the public subsidies they receive, making the “rich” pay more taxes, especially billionaires deemed “harmful” by LFI MEP Manon Aubry. Or, as the CFDT’s secretary-general has proposed, taxing inheritances more.


Moreover, Jean-Luc Mélenchon promotes his controversial plan to outright cancel part of France’s public debt held by the European Central Bank. This would, however, be contrary to European treaties and far from straightforward to implement. As for potential consequences (loss of investor confidence, financial crisis, etc.), they are deftly avoided.


If no agreement is reached in Parliament on the 2027 state budget — or if the budget is ultimately vetoed as LFI already hopes — the government may buy time by passing a special law, but nothing substantial will be settled.


The big picture, however, is clear: not only is France living beyond its means (no balanced budget since 1974) but it is gradually losing ground in too many areas: the historically large agricultural trade surplus has collapsed; the manufacturing industry is retreating (now representing only 9.5% of GDP, versus 14.5% on average in Europe); French GDP per capita is now below the European average; unemployment stands at 8.3% and rising; business defaults are at historically high levels…

How can this continue?


All around a table?

In this difficult context, the tourism sector (8% of French GDP) is, of course, not immune.


It too regularly faces the need to cut public spending
. Recently, for instance, the reimbursement of spa therapies — valuable for boosting the attendance of spa towns — nearly came under serious review to reduce health expenditure.

In its quest for savings, the government has already cut the credits allocated to Atout France, which is tasked with developing the attractiveness of France abroad.

In parallel, many local authorities, short of public subsidies, have cut the budgets of CRT and ADT, increased the tax on secondary residences, and also the tourist tax paid in hotels, gîtes and other accommodations.

Now, municipalities and tourism professionals fear a direct government takeover of the management of this tax intended for local tourism development.

The heavier taxation inevitably weighs on the cost of stays in France, already high compared with competing destinations. Result: vacationers are tempted to shorten their stays or seek cheaper alternatives. Thus, the outlook is seen in dotted lines.

Sure, a strictly accounting approach will never build a mobilizing future for a country. But what future can a country have that is increasingly weighed down by debt? The examples above show that, unless one accepts the worst-case political stance, sacrifices will be necessary and painful.


In this context, instead of rushing to demagogy, wouldn’t it be better for all of us to sit down at a table until a reasonable consensus is reached?
Admittedly, this is not in the French culture, but the seriousness of the situation and the concern for the future would require it.


PAULA BOYER Publié par Paula Boyer Responsable rubrique LuxuryTravelMaG – TourMaG.com
Voir tous les articles de Paula Boyer

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