Air

TAP Air Portugal: Revenue Up, Profitability Down

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TAP Air Portugal a enregistré une croissance de son activité au premier semestre 2026 - Depositphotos.com @VanderWolf Images

MSC Croisières


In the first half of 2026, TAP Air Portugal generated €2.04 billion of operating revenues, compared with €1.96 billion in the same period in 2025, a rise of 4.3%.

This growth is chiefly driven by passenger activity. Revenues from passenger transport reached €1.83 billion, up 4.4% year over year.

The airline attributes this evolution to a 1.7% increase in capacity and a 2.7% growth in passenger revenue per available seat kilometer (PRASK).

Revenue growth was accompanied by an uptick in traffic. TAP carried 8.2 million passengers from January to June, i.e., 4.2% more than in the first half of 2025.

Traffic, measured in RPK, rose by 5.9%, higher than capacity (+1.7%). As a consequence, the load factor improved by 3.4 percentage points to reach 85.4%. The airline operated 57,500 flights over the period, a slight year-on-year increase of 0.3%.


Rising fuel costs weigh on the accounts

Despite this commercial momentum, TAP struggles to translate growth into profit. Recurring operating costs rose by 9.6%, to €2.12 billion.

The main driver of this rise remains fuel. The aviation fuel bill rose by €89.4 million (+18.7%) over the first six months of the year.

Personnel expenses also advanced by 7.5%, to €519.3 million, while depreciation and amortization increased by 9.8%, notably linked to fleet investments.

This cost inflation translates into a clear deterioration of profitability indicators. The recurring operating result (EBIT) stood at €-83.7 million, versus €+17.3 million a year earlier.

The recurring EBITDA reached €181.9 million, down 29.8% year over year.


A net loss of €99.2 million

In terms of net income, TAP therefore posted a loss of €99.2 million in the first half of 2026, compared with a loss of €70.7 million a year earlier.

The deterioration amounts to €28.5 million year on year. TAP notes that the result was helped, notably, by a positive foreign exchange gain of €34.2 million over the period.

The second quarter particularly illustrates this earnings pressure. With €1.125 billion in revenue, quarterly revenue remained virtually flat (-0.6%), while recurring operating costs rose by 17.9%.

Fuel costs surged by 52.3% in the quarter, i.e., an additional €127.1 million versus Q2 2025. The quarter therefore ended with a net loss of €59.3 million, compared with a profit of €37.5 million a year earlier.


A strengthened cash position

Nevertheless, TAP highlights the strengthening of its financial position. As of 30 June 2026, the company held €1.22 billion in cash, i.e., €456.7 million more than at the end of 2025.

This improvement comes notably after the issue of €350 million in senior notes in the second quarter. According to TAP, this operation boosted liquidity, diversified its funding sources, and lengthened the maturity of its debt.

Net financial debt stood at €787.1 million as of 30 June, down slightly by 2.1% versus 31 December 2025.


TAP continues its development strategy

Operationally, TAP continues the fleet renewal. It had 101 aircraft in service as of 30 June 2026, two more than in the previous quarter.

The airline notes that 72% of its medium- and long-haul fleet is now comprised of aircraft from the NEO family, up from 71% a year earlier. TAP has also relaunched several seasonal routes from Lisbon to Ibiza, Alicante, Palma de Mallorca and Menorca, as well as a seasonal link to San Francisco via Terceira.

For the remainder of the fiscal year, TAP reports solid booking momentum and favorable prospects for unit revenues.

The airline remains cautious regarding fuel price volatility, geopolitical developments, and the macroeconomic context. It plans to continue its revenue-management actions, its fuel-hedging policy, and cost-control measures to limit the impact of these factors.

TAP has also adopted a new strategic plan for the period 2026-2035, focused in particular on expanding long-haul, differentiating its offering, and creating new revenue sources.


Air France Opens New 500-Square-Meter Lounge at Frankfurt Airport

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Air France inaugure un nouveau salon de 500 m² à l'aéroport de Francfort - Photo Air France wings architects

MSC Croisières


Air France franchit une nouvelle étape dans le déploiement de ses standards d’accueil avec l’ouverture, ce 1er septembre 2026, de son tout nouveau salon à l’aéroport international de Francfort.

Aménagée au sein du Terminal 3 inauguré au printemps dernier, cette infrastructure de près de 500 m² propose près de 120 places assises pour recevoir les clients Business et les membres Flying Blue Elite Plus d’Air France, de KLM et de l’alliance SkyTeam.

Accessible quotidiennement de 5h à 21h30, le salon s’organise autour de plusieurs zones distinctes destinées au repos, au travail ou à la restauration. Les usagers disposent d’un espace de travail équipé d’une cabine acoustique, d’un coin relaxation en retrait, ainsi que d’équipements connectés comprenant des bornes d’éligibilité à l’entrée, un accès Wi-Fi gratuit, des prises électriques et USB, et une offre de presse numérique via l’application de la compagnie.

Le salon intègre également un espace réservé exclusivement aux membres du programme Flying Blue Ultimate pour leur garantir davantage d’intimité. Cet investissement s’inscrit en soutien de l’activité opérationnelle du transporteur français sur la plateforme allemande, où il assure jusqu’à cinq liaisons quotidiennes vers son hub de Paris-Charles de Gaulle.

« A moment of calm and French refinement before the flight », souligne la compagnie à l’occasion de l’inauguration de cet espace opéré en partenariat avec Global Lounge Network. Conçu avec l’agence MARKS, le lieu offre une vue panoramique sur les pistes et intègre le mobilier de designers français comme Pierre Paulin et Ronan & Erwan Bouroullec.


A dining offer focused on French know-how and sustainable development

At the heart of the setup, the fifty-seat dining area offers a menu of savory, sweet and vegetarian dishes refreshed throughout the day. The menu highlights French specialties, accompanied by a selection of wines, champagnes and local beers.

In terms of operational management of the site, procurement prioritizes locally sourced and seasonal products. The company also notes that it implements measures to reduce food waste and to sort and recycle all waste generated by the dining service.

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

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

MSC Croisières


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.


Nathalie Bueno: The Complementarity with Contrastes Voyages Is a Breath of Fresh Air [ABO]

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Le groupe Contrastes rachète les parts de François-Xavier de Boüard - Crédit photo : NB

Hurtigruten


Having helped shape tourism of yesterday and today, the baby-boomer generation is gradually edging toward retirement.

This postwar generation, which witnessed the explosive growth of travel, built thousands of clubs and businesses and now accounts for about 22% of the French population.

At Selectour, leaders aged 60 and above make up 25% of the workforce, and more importantly, they want to sell. With retirement comes the question of what lies ahead for their enterprises.

“François-Xavier (de Bouärd, ed.) turned 70 this summer, and he welcomed his ninth grandchild. The question of the company’s capital future was now on the table.

There were two options. The first was that I take over Secrets de Voyages on my own, or that I partner with someone.


On a personal level, I favored a partnership, provided I could sense a real alignment with potential buyers, share values—both human and professional—and a common vision.

We had two meetings, one with Contrastes and another with another organization“, recounts Nathalie Bueno, chief executive officer of Secrets de Voyages.



Secrets de Voyages and Contrastes: it all started with a word whispered by… a receptive operator!

In both personal and professional life, every story or twist can be sparked by a single encounter. This is the case with the purchase of François-Xavier de Bouärd’s shares, the president of Secrets de Voyages.

A decade after taking over the tour operator, the leader was seeking an exit route to enjoy a well-deserved entrepreneurial retirement, following a long and fruitful career.

And the proposal came through an unexpected channel—via a supplier.

“Our Asia-based receptive partner, who also collaborates with Contrastes, met the leaders a few weeks ago.

They told him that the group wanted to broaden its influence a bit. They are well established in the south of France, but the segment of very high-contribution clients is largely centered in Paris.

They were looking for a company with a strong reputation, positioned in ultra-luxury, and with autonomous leadership. So our receptive partner suggested Secrets de Voyages“, explains the CEO with a smile.

Then, after a discussion, the obvious path became clear. The future of the concierge business would follow in the footsteps of Contrastes, a company generating 7 million euros in revenue across diverse areas such as tailor-made travel, golf-focused stays, and event organization.


Secrets de Voyages: “we were still quite alone in our corner”


Secrets de Voyages : développer sa clientèle, affréter et lancer de nouvelles brochures grâce à son rapprochement avec le groupe Constrastes - Crédit photos : Contrastes
This rapprochement should not eclipse Secrets de Voyages; it should elevate it.

“It’s fantastic news, because it means I will never be alone again, and that’s wonderful.

Not that I was really alone, as François-Xavier was there, and this entrepreneurial venture has been an extraordinary opportunity. Yet, even with two people at the helm, we were still operating in isolation.

If we had the freedom to act and the agility of a small organization, the trade-off was that we were limited by our financial and human resources.

To move to the next level, there were not fifty options. We needed to equip ourselves with additional means and competencies.

Since Contrastes is multidisciplinary, we will be able to meet all the demands of our clientele“, says Nathalie Bueno, delighted to remain in her role after the share purchase.

The small team will now be able to respond to all the wishes of its travelers, whether they are on the far side of the world, on a golf green, or organizing a team meeting in southern France, and also beyond.

To read: The luxury, Secrets de Voyages edition

It remains to be seen how this complementarity will work on a daily basis.

“This complementarity is, to me, a breath of fresh air. A company capable of renewing itself, expanding its scope, and growing the skills and knowledge of its members can only be a win for all involved.

For the coming years, we want to truly enjoy our time within Secrets de Voyages“, Nathalie Bueno tells us.


Secrets de Voyages: expanding its client base, chartering, and launching new brochures

The company remains fully autonomous and becomes one of the group’s strong brands.

“We enjoy a modest reputation, at least in B2B. Moreover, our model is mixed, unlike Contrastes, which operates only B2C.

Our ambition is to restart growth in the Paris region and to expand our client base there. Having a larger team to lean on will allow us to go on the offensive.

I want to publish magazines and brochures tailored for our clients, including a publication dedicated to women, another on luxury train cruises and on exceptional ships we could charter. Fifty percent of our sales happen outside brochures, so a good portion starts from a clean page.

Conversely, technologically, we have a bit of an advance and also a strong ground contracting with many hotels. We will therefore assist Olivier de Nicola and Jean-François Fréméry’s teams on these points, while they will help us with air travel and other internal applications.

The idea is to combine the best of both worlds“, elaborates Nathalie Bueno.

The chief executive runs a team of five, serving nearly 700 clients per year.

Secrets de Voyages defines itself as a concierge service, guiding its travelers in every detail, able to open doors to the finest Swiss watch maisons, to deliver highly specific sun creams by air, or to deploy a banner on a Venice bridge for a marriage proposal.

Delta Air Lines Posts Solid Q2 2026 Results

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Delta Airlines : des résultats solides au 2e trimestre 2026, Depositphotos.com Photo by Boarding2Now

Costa Rica


Delta Air Lines s’appuie sur une demande soutenue pour absorber des coûts de carburant historiques. Au cours du trimestre clos en juin 2026, la compagnie a enregistré un chiffre d’affaires opérationnel GAAP de 19,8 milliards de dollars (17,7 milliards de dollars en non-GAAP). Cette performance opérationnelle permet à l’entreprise de générer un rendement à deux chiffres sur le capital investi et de poursuivre la réduction de sa dette.

Ed Bastian, directeur général de Delta, commente ces résultats : « We generated $1.4 billion of pretax earnings while absorbing the highest quarterly fuel costs in our history. This performance reflects the strength of demand, the growing preference for our brand, and the dynamics of our diversified revenue base. »

Pour l’ensemble de l’exercice 2026, la direction confirme ses prévisions initiales, ciblant une croissance des bénéfices de 20 % sur l’année. Les objectifs annuels prévoient un bénéfice par action (EPS) ajusté situé entre 6,50 $ et 7,50 $, ainsi qu’un flux de trésorerie disponible compris entre 3 et 4 milliards de dollars.


Robust Financial Metrics and Positive Outlook for the September Quarter

The results for the April–June 2026 quarter underscore the company’s profitability. On a GAAP basis, operating income stood at $1.9 billion (margin 9.4%) and earnings per share reached $2.44. On a non-GAAP basis, operating income was $1.6 billion (margin 8.8%) with an adjusted earnings per share of $1.56. Operating cash flow was $1.6 billion on a GAAP basis (1.7 billion on a non-GAAP basis).

For the quarter from July to September 2026, the carrier expects revenue to rise by about 15% (“mid-teens”) versus the prior year, accompanied by a double-digit operating margin.

This favorable trend should support the company’s debt-reduction plan and the planned revaluation of dividends paid to shareholders in the fall.

TAP Air Portugal Strategy: Consolidate Routes and Launch New Ones

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Dans les locaux de Hopscotch Tourism à Paris , Paloma Utrera (2e en partant de la droite) entourée, de gauche à droite, d'Eloïse Roux, directrice développement Hopscotch Tourism, Laura Wieczorek, directrice RP Hopscotch Tourism, Isabel Calvo, directrice RP Hopscotch Tourism, Isabelle Pereira, Responsable marketing France, Espagne, Royaume-Uni, Irlande, Benelux et pays nordiques TAP Air Portugal - Photo : C. Hardin

Costa Rica


Based in Madrid, Paloma Utrera was in Paris last week.

The opportunity to meet her and her teams for a discussion about major sector developments, such as evolving travel habits, connectivity challenges, and the market’s new dynamics.

In this context, and within TAP Air Portugal, we also discussed the French market and the connections from the mainland, the growing role of Portugal as a hub between Europe, South America and Africa, the evolution of the onboard product and the opportunities offered by a stopover in Portugal.


TAP Air Portugal: 132 weekly flights between France and Portugal

TourMaG – You took over from Rino Morosini at the beginning of this year 2026, a strategic year for TAP. How is this transition unfolding?

Paloma Utrera : Rino did an excellent job and I arrived in Paris to “inherit” the position, so to speak. There was first the inauguration of our business lounge in Paris, which, as a reminder, is TAP’s only lounge outside of Lisbon.

This is important for us. There was also the launch of our onboard service Economy Prime last month in June on our long-haul flights. It is a product we wanted to offer to our clients, our corporate passengers, and all those who do not travel in business class but still desire a differentiated onboard experience.

We are, in this regard, very satisfied with the market response to this product, whose success should continue to grow from September when corporate traffic becomes more dynamic.

I also commend our communications team here in France for doing an excellent job highlighting our brand, the quality of our product, and the performances of our onboard crews.

TourMaG – Regarding your offering between France and Portugal, could you remind us what you provide?

Paloma Utrera : This summer, our airline operates 132 weekly flights between France and Portugal, with direct services between Lyon, Marseille, Nice, Toulouse and Lisbon. Thus we cover the southern part of France, and for Paris we offer 56 weekly frequencies, what we call a shuttle to Lisbon and Porto.

TourMaG – How do you approach the summer season at TAP?

Paloma Utrera : This summer, the entire industry recognizes the challenge posed by the international situation and rising costs. Nevertheless, our structure is solid and our performance in France and overall is quite solid.

Our results for the first four months of the year are up by 11% compared with the previous year in terms of revenue, and passenger numbers have risen by 6.4%.

We have also improved load factors by 5% versus last year, reaching 84%. These are good results for this pre-summer period, which is not the peak season.

TourMaG – Portugal, like other southern destinations, is also a safe-haven destination?

Paloma Utrera : Yes, that is an important point to emphasize, and we also see growth in other markets such as the United States and Brazil, for which we recently opened a new destination in July: Curitiba, the capital of Paraná state.

We are also continuing to open new routes: Terceira in the Azores, and Praia, the capital of Cape Verde, from Lisbon.

From Lisbon, in addition to Curitiba, we have also opened Athens, an important route for us that has been very well received by the market in Greece.

Our strategy is to consolidate these routes and open others. In October, we will also launch São Luís, Maranhão, in Brazil, an exciting destination featuring, among other things, the Lençóis Maranhenses natural site, which is very interesting.


Lisbon, Europe’s premier hub to Brazil

TourMaG – Brazil is truly a flagship destination for you.

Paloma Utrera : Yes, indeed. We now have 15 direct destinations to Brazil from Lisbon, which is well connected to all of our European routes.

We are also developing Porto as a hub for long-haul destinations. We now aim to consolidate and grow in these markets. In the United States, a new development: after opening Los Angeles, we will open Orlando in the autumn.

TourMaG – Lisbon, a truly strategic hub?

Paloma Utrera : Absolutely. Look at our geographic position. I can say we are practically at the “center of the world.” The best place to connect Europe, North America, South America, but also Africa where we have many destinations.

TourMaG – What are the advantages of a stopover in Lisbon?

Paloma Utrera : What truly makes the difference is that we offer a 10-day stopover window in Lisbon or Porto between your connecting flights, to discover another destination in Portugal, a hop to the Azores for example, with a favorable fare and discounts up to 50% on restaurants, hotels, tours, outdoor activities, and cultural sites.

This is our Portugal Stopover program, which has been named the world’s best stopover program by Global Traveler for the eighth consecutive year.

TourMaG – The fleet evolution is also a TAP Air Portugal project?

Paloma Utrera : We currently operate a fleet of 99 aircraft, one of the most modern fleets thanks to our Airbus Neo, and we are working to replace our oldest aircraft and also to increase the number of planes (A320neo, A321neo, A330neo).

A modern fleet is part of our environmental strategy that we are developing. Modern aircraft, but also recyclable products onboard. Everyone is involved, and we have managed to reduce our CO₂ emissions by 12% since last year.


A slice of the cake?

TourMaG – Aviation industry observers are waiting for decisions on TAP’s capital entry by a major player. Two large groups are in the running: Air France-KLM and Lufthansa. Do you have a preference?

Paloma Utrera : (smiling) No, not a preference. The aviation world is highly competitive, and we need to partner with a major group. It will be a government decision that selects the best option.

TourMaG – We won’t know your preference. And if I ask what your favorite cake is: Black Forest cake, a German cake, or the chocolate éclair, a French pastry?

Paloma Utrera : (laughs) I like both a lot!


Christophe Hardin Published by Christophe Hardin Journaliste AirMaG – TourMaG.com
See all articles by Christophe Hardin

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Air France Unveils Redesign of Its La Première Lounge at Paris-Charles de Gaulle

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Air France présente le réaménagement de son salon "La Première à Paris-Charles de Gaulle", photo by Air France

Costa Rica


Air France reorganizes the welcome for its most exclusive guests by unveiling its La Première lounge, completely redesigned during the summer of 2026.

This project extends the airport journey reorganization that began in 2024. It also accompanies the introduction of the new first-class suites aboard the Boeing 777-300ER.

The venue now features an expanded Sisley skincare area and a restaurant operated by chef Alain Ducasse. These arrangements aim to simplify and enhance travelers’ waiting experience before their flight.


Salon Air France: restructuring of dining, rest and wellness areas

The space reorganization centers around several activity hubs resized to accommodate travelers’ waiting times.

The dining area now has increased capacity with more tables. Table service offers a menu developed by the Alain Ducasse group, featuring dishes from classic French cuisine and vegetarian options. The wine and champagne selection is overseen by the airline’s head sommelier, Xavier Thuizat.

The main lounge area has been redesigned using screens and physical partitions to create individual alcoves. The furniture notably includes reissues of the Ribbon chair by designer Pierre Paulin.

The wellness hub, operated in partnership with the cosmetics brand Sisley, has undergone a technical expansion with the installation of a second treatment cabin, doubling the capacity to handle pre-flight skincare treatments.

The rest area features new individual nap cabins equipped with recliners and sleeping provisions. For professional needs, a work area now includes a closed acoustic booth dedicated to confidential telephone communications.


Adjacent private accommodation option

In addition to the shared lounge, passengers retain the possibility to reserve, for an additional fee, one of three private suites of 45m² laid out in the immediate vicinity.

These step apartments, two of which have a connecting access, include a living room, a bedroom with a double bed, a private bathroom as well as a private outdoor patio. Alain Ducasse’s catering service can be provided upon request, complemented by a welcome featuring caviar and champagne.

Riyadh Air Prefers Boeing Over Airbus

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Riyadh Air accélère sa stratégie de flotte, Depositphotos.com Photo by VanderWolf Images

Costa Rica


The Saudi carrier Riyadh Air seized Farnborough to simultaneously boost its orders from Boeing and Airbus.

The airline finalized the purchase of 28 additional Boeing 787s and six Airbus A350-1000s. This dual move aims to prepare the expansion of its long‑haul network to more than 100 international destinations by 2030.

Under the agreement with the American manufacturer Boeing, the airline is exercising options placed in 2023 for 28 aircraft.

This commitment includes converting 20 options into the 787-10 version, thereby introducing for the first time the largest member of the Dreamliner family into its fleet. Once the processes are completed, the carrier’s firm order backlog will reach a total of 67 Boeing 787s.


Riyadh Air to operate 67 Boeings against 50 Airbuses

In parallel, Riyadh Air reinforces its partnership with the European aircraft manufacturer Airbus by confirming the purchase of six A350-1000s.

The agreement is part of the initial commitment made in 2025, targeting a maximum of 50 aircraft.

Read: Saudi Arabia, the future hub for air traffic in the Middle East?

With this exercise of options, the airline raises its total firm orders for the A350-1000 to 31, becoming the first operator of this model in Saudi Arabia.

These strategic investments are expected to enable the airline to meet the rising demand for passenger and cargo transport.

Air France Launches Paris Stopover to Transform Layovers into Tourist Stays

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Air France et Extime Travel lancent officiellement « Paris Stopover » - Depositphotos.com @alexeynovikov

Costa Rica


Air France et Extime Travel viennent de lancer « Paris Stopover », une nouvelle offre destinée à transformer les longues correspondances à Paris-Charles-de-Gaulle en véritables séjours touristiques.

Le service, conçu et opéré par Extime Travel, la marque commerciale du Groupe ADP dédiée aux expériences touristiques, permet aux clients d’Air France de prolonger leur escale dans la capitale, à l’aller comme au retour, et de réserver un package comprenant hébergement, transferts et activités.

Le dispositif s’adresse aux passagers ayant réservé un billet Air France incluant une correspondance d’au moins 27 heures à Paris-Charles-de-Gaulle.

Ils peuvent choisir de prolonger leur escale pour une durée comprise entre une et quatre nuits, puis sélectionner leur expérience auprès d’Extime Travel.

L’offre est disponible quelle que soit la cabine de voyage, de l’Economy à La Première, en passant par les classes Premium et Business.

Les prestations peuvent être réservées jusqu’à 48 heures avant le départ, sous réserve de disponibilité.


Une offre clé en main pour les passagers en correspondance

« Paris Stopover » a été conçu pour proposer une prise en charge complète du séjour.

Chaque formule comprend des transferts, une ou plusieurs nuits dans des hôtels quatre ou cinq étoiles ainsi qu’un choix d’activités, à adapter en fonction de la durée de l’escale et des envies du voyageur.

Deux expériences sont proposées au lancement. « Paris Incontournables » permet de découvrir les principaux sites touristiques de la capitale, de la tour Eiffel au Louvre. Une seconde offre est consacrée à Disneyland Paris.

Extime Travel prévoit d’enrichir progressivement le catalogue avec de nouvelles expériences premium ainsi que des excursions culturelles, gastronomiques et festives.

Le groupe souhaite également développer des offres permettant de découvrir les territoires situés autour de l’aéroport Paris-Charles-de-Gaulle.


Un potentiel important auprès des voyageurs internationaux

L’enjeu est significatif pour Air France. La compagnie indique que 50% de ses clients arrivant à Paris-Charles-de-Gaulle sont en correspondance vers une autre destination.

La demande semble également présente chez les voyageurs concernés. Selon une étude de la Chaire Pégase publiée en avril 2026, 81% des passagers en correspondance à Paris se déclarent plutôt ou très intéressés par la possibilité de quitter l’aéroport pendant leur escale afin de découvrir Paris ou des attractions situées à proximité de Paris-Charles-de-Gaulle.

L’intérêt est encore plus marqué chez certaines clientèles internationales, notamment brésilienne, avec 92,3% de voyageurs intéressés, et indienne, avec 90%. Ces deux marchés bénéficient, par ailleurs, depuis avril 2026 d’une exemption de visa de transit aéroportuaire en France, un élément susceptible de faciliter ce type de séjour.


Une nouvelle étape pour le hub de Paris-CDG

Le lancement de « Paris Stopover » s’inscrit dans le cadre de « Connect France », le partenariat stratégique signé en juin 2025 entre Air France-KLM et le Groupe ADP pour renforcer l’attractivité et la performance du hub de Paris-Charles-de-Gaulle.

L’offre doit contribuer à faire de Paris une étape à part entière dans le parcours des voyageurs en correspondance, alors que les grands hubs internationaux cherchent de plus en plus à transformer leurs passagers en visiteurs temporaires.

Air France et le Groupe ADP présentent ainsi « Paris Stopover » comme une nouvelle manière de valoriser le trafic de correspondance et de renforcer le rayonnement de la destination France. Les deux partenaires indiquent que Paris-Charles-de-Gaulle devient, avec ce dispositif, le premier grand hub européen à proposer une expérience touristique de ce type entre deux vols.


Amelia Brille Publié par Amelia Brille Rédactrice TourMaG.com
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Five Ways to Explore Angkor: From Cycling to Hot Air Ballooning

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It’s pleasant to visit Angkor’s main temples and must-see sites at a relaxed pace, letting the atmosphere soak in. But why not explore them differently? Here are five distinct ways to discover the site.

Wandering Through the Museum

Museums here are often neglected. Yet lingering there is far from superfluous if you want to fully experience the grand voyage through time that is Angkor. Numerous masterworks are on display, and a visit helps you navigate six centuries of the site’s history.

Models and Statues

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