Flightright Takes on Reimbursement of Rerouting Fees with Ticket Refund+

When a flight is canceled, the airline must offer the passenger the choice between a refund of the ticket or a rerouting to the final destination, under comparable conditions and at no extra cost.

But in certain situations, the traveler may find themselves needing to seek a solution on their own in order to continue their journey.

Expenses can cover a new flight, a train or bus journey, a rental car, or even a ride-sharing option.

Those costs average 224.57 euros per passenger during a flight disruption, according to Flightright.

The specialist in compensating air passengers has therefore launched Ticket Refund+ to complement its existing service of assisting with compensation requests.

Compensation and Refund: two distinct procedures

The reimbursement of alternative transport constitutes a process separate from the standard flat-rate compensation provided by European regulation.

For a cancellation, the compensation can reach 250, 400, or 600 euros, depending on the distance of the flight and provided that the conditions are met. It may notably not be due when the cancellation is linked to extraordinary circumstances.

The right to re-routing, however, does not disappear because of extraordinary circumstances. The airline must always propose a solution allowing the passenger to reach their destination under the rules governed by the regulation.

Ticket Refund+ therefore targets situations in which the passenger had to organize and pay for replacement transport themselves.

Flightright then seeks reimbursement of these expenses from the airline, upon presentation of the supporting documents. “Until now, a passenger forced to advance the cost of a new flight or train often had to fight on two fronts: obtaining compensation and recovering the costs incurred to continue their journey. With Ticket Refund+, we now handle both procedures simultaneously,” explains Jan-Frederik Arnold, CEO of Flightright.

European rules set to evolve

The question of re-routing is also expected to gain more prominence in the coming years.

A new European regulation adopted in September 2026 notably provides that a passenger may organize their own re-routing if the airline has not proposed a solution within three hours of their request.

The necessary, reasonable, and appropriate costs could then be reimbursed, up to a limit of 400% of the ticket price.

However, this provision is not yet in effect: the regulation will enter into force on 22 October 2026, but its new rules will apply from 23 October 2027.

In the meantime, passengers should, in particular, keep receipts of their expenses when they have had to arrange replacement transport.

Royal Caribbean Takes a Stake in Sandals and Beaches Resorts


Jason Liberty, PDG de Royal Caribbean Group (à gauche), et Adam Stewart, président exécutif de Sandals et Beaches Resorts, lors de la signature de leur accord à Miami @RCCL

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Royal Caribbean Group, owner of Royal Caribbean, Celebrity Cruises and Silversea, announced on Wednesday, September 23, a deal with Sandals Resorts to acquire 50% of Sandals and Beaches Resorts.

The planned investment amount is around three billion dollars.

The operation is set to give rise to a joint venture uniting the group’s cruise activities and private destinations with Sandals’ hotel portfolio.

The transaction remains subject to the usual authorizations and conditions. Its closing is expected in early 2027.


A New Gateway to the Caribbean

For Royal Caribbean Group, the agreement marks a step in its onshore expansion. The group already operates private destinations for its guests and plans to launch river cruising in 2027 with Celebrity River Cruises.

With Sandals and Beaches Resorts, it would enter this time the market for all-inclusive hotel stays.

The two brands occupy distinct niches. Sandals targets adults, with properties notably in Jamaica, Saint Lucia, the Bahamas and Barbados. Beaches targets families, with resorts in Jamaica and the Turks and Caicos Islands as well as several announced projects in the Caribbean.

The partners say they intend to explore ways to broaden distribution and facilitate the discovery of their respective cruises, private destinations and hotel stays.

Technology, AI, and Clubs: Kepler Travel Takes on a New Dimension


Kristania Karci, Stéphane Michaut et Selim Kadhi lors de l'IFTM 2026 - Photo : AB

Aer Lingus


« To live happily, let us live hidden ». That’s a motto that suits Kepler Travel well.

Founded in 2014 by Sam Zribi and Selim Kadhi, the travel operator now records an annual turnover of €30 million and a net profit that has hovered in recent years around €1.5 million.

And yet, they are hardly ever in the spotlight. “We are a tour operator specialized in circuits, seaside stays and multi-destination combinations across the world. We work on white-label for mini-networks, coach operators, mass retailers, independent agencies, OTAs, etc.” says Sam Zribi, co-founder of the group and former head of the Tunisia-focused TO Amplitude (Amplitravel). “There, we are in very advanced negotiations with very large distribution networks.”


Kepler Travel, from DMC grouping to tour operator

To endure over time despite successive crises, the TO can notably rely on its model, a precursor for its era. “We did disintermediation before its time,” recalls Sam Zribi.

Originally, Kepler Travel is a consortium of several receptive DMCs. Our president, Selim Kadhi, managed to bring them on board to be able to offer agencies the right product at the fair price.

Brazil, then Costa Rica, Jordan, Oman, Vietnam, Cambodia, India, Nepal, Sri Lanka, Panama and finally the Mediterranean basin with Tunisia and Morocco… Kepler gradually expanded its reach worldwide, drawing in, on the other side, OTAs with packaged products offered at very favorable rates.

“We don’t take a margin on these products,” explains Selim Kadhi, president and co-founder of Kepler. “Our revenues come directly from the activity of the DMCs in which we are either shareholders or partners. Hence our strong operational mastery of price and product.”

New destinations in South America are expected to join the TO’s catalog soon.


Tailor-made products for every client

One of Kepler’s additional strengths, beyond competitive pricing, is its ability to offer differentiated products to each client, especially for groups or GIRs.

“Some fellow TOs have fallen into wholesale industrialization. They no longer have time for bespoke solutions. That’s why you see the same product in the mass market.

We, we try to target the distributor by creating for them their own circuit. We even have a dedicated team for bespoke services,

” notes Sam Zribi. “We have remained artisans.”

This is also the advantage of having teams on site. “We deliver within 24 hours. Moreover, with us the product manager is also the salesperson. He plays a forward-looking, production, and sales role. His end-to-end mastery is our strength, as his relationship with buyers across different networks is direct,” adds Sam Zribi.

Additionally, to always stay one step ahead in production, the B2B tour operator has set up an internal service charged with observing evolving client purchasing behavior: length of stays, booking lead times, etc.

In total, Kepler employs about ten people at its Paris headquarters, across the air, commercial and management areas. Support functions — back office, call center, collections — are located abroad.

Today, the TO counts between 200 and 300 partner agencies. “We work well with coach operators because we offer departures from the provinces,” adds the co-founder. Kepler is also known in the French-speaking markets — Belgium and Switzerland — as it offers departures from Geneva and Brussels.


A cutting-edge technology tool

Another strong point of the travel operator: its technology. “During Covid, we developed our tool to become one of the best on the market,” comments Kristania Karci, Deputy General Manager in charge of commercial and production at Kepler.

Today, we sell highly dynamic packages with transfers, land arrangements (i.e., hotel stays), and air travel, all while being connected to five airline APIs simultaneously. We have also recently become NDC.

It should be noted that on the air side, the TO charters flights during the summer, notably to Tunisia.

The next project concerns artificial intelligence. “We believe that within 5 to 10 years, the model of the classic tour operating, with strong commitments to air and land, will wear out. The upcoming Generation Z consumes in a different way. So, to keep the customer at the heart of our strategy, we have surrounded ourselves with the best in technical and IT. We are developing our own AI to automate as much as possible our sales processes,” continues Kristania Karci.

“We are a classic TO with the tools of tomorrow,” she sums up.


Kepler launches its wellness-focused club concept

Beyond its TO activity, Kepler also runs a travel agency in Palaiseau (91). There, it markets, among other things, ferry crossings to the Maghreb.

But the big novelty remains the launch of the first vacation club made by Kepler, entirely dedicated to well-being. Opened on July 1, within the Yadis Djerba 5-star, the Oléo Experience Family club offers a premium experience designed around family, well-being, and local immersion.

On the program: daily yoga, parent-child activities, sensory experiences, culinary workshops, and discovery of Tunisian culture.

“We have been working on this project for two years,” notes Kristania Karci. “Tunisia being ranked the second destination for thalassotherapy after France, we know they have the know-how to help us launch this new brand, which our distributor clients have asked us for,” adds Selim Kadhi.

After Djerba, the group already intends to position its Oléo brand in other countries, “by partnering with brands such as Iberostar, Magic Life (TUI), Melia,” lists the TO’s co-founder.

With all these projects on the drawing board, Kepler Travel has decided to recruit a familiar figure from the agencies to gain visibility. For a little over a month, Stéphane Michaut (formerly Naar Voyages) has been named Director of BtoB Development.

“Kepler has all the makings of a great company: solid production, technology that truly stands up, an adapted business model, and above all people who know their trade to the tip of their fingers,” summarizes the new director. It is now his mission to attract new distributors!


Arsenale Group Takes a 33% Stake in SJourney, Expands Its Presence in Asia


Arsenale Group prend 33 % de SJourney et entre sur le marché vietnamien - Photo : Arsenale Group

CroisiEurope


Arsenale Group announces a 33% stake in SJourney, a Vietnamese brand specializing in luxury rail travel.

The Italian group thus aims to continue the development of its international network of premium trains and strengthen its presence in the Asian market.

The operation follows the acquisition of Golden Eagle Luxury Trains by Arsenale in 2025.

It is part of the group’s strategy to develop an international offering of luxury rail travel across various destinations.


A New Milestone in SJourney’s Development

As part of this investment, Arsenale becomes a strategic minority shareholder of SJourney.

The group will notably contribute its commercial network and international distribution channels to support the growth and visibility of the Vietnamese brand on foreign markets.

Arsenale also intends to contribute to the development of new itineraries and to a potential expansion of SJourney into other markets. The group will also bring its expertise in evolving onboard service standards and offerings.

For its part, SJourney will preserve its Vietnamese identity and its positioning around experiential rail tourism. The brand offers itineraries that enable travelers to discover the landscapes, cultural heritage and local communities of Vietnam.


The Hanoi–Ho Chi Minh City Axis at the Heart of the Offering

Among the main itineraries proposed by SJourney is notably the link between Hanoi and Ho Chi Minh City. This route traverses Vietnam from north to south and highlights several landscapes and cultural sites of the country.

The partnership also foresees the possibility of granting a license for the Golden Eagle brand. A potential positioning under the name “SJourney by Golden Eagle” remains subject to strategic and operational alignment between the two groups.


Amelia Brille Publié par Amelia Brille Rédactrice TourMaG.com
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Mauritius: Joëlle Edwards-Tonks Takes the Helm at Sunlife [ABO]


Joelle Edwards-Tonks ©  Prisca Nairn/Sun Life

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On October 1st, Joëlle Edwards-Tonks will succeed François Eynaud as head of the Mauritian group Sunlife, becoming the first woman to hold such a high-level role in Mauritius’ hotel industry.



Delighted, the new CEO, nonetheless acknowledges that the tourism industry remains largely a man’s world: women are often in the majority, yet they still occupy few top-tier positions.

Women have every legitimacy to hold these posts, she asserts, admitting that in the past she sometimes had to prove her skills more than a man.

For my part, she insists, I don’t see men and women; I see only people and skills. This isn’t always easy, she concedes, but this way of thinking — something she encourages among her colleagues — has greatly helped her develop a certain self-confidence.

A proponent of doing good work and committed to giving her best in a demanding hotel sector, Joëlle Edwards-Tonks nevertheless believes that reward always comes.



Joëlle Edwards-Tonks: a vocation born in a small English hotel

What a journey she has travelled! As a young person, Joëlle Edwards-Tonks did not intend to go into hospitality. Although she grew up in England, in the atmosphere of a small family-run hotel, she had pursued studies in communications.

As is often the case, fate had other plans. In 2001, she began her career in Paris at the Four Seasons Hotel George V: there she learned the hotel fundamentals. The Four Seasons was my hotelier school, she stresses.

Her path continued in prestigious houses such as Shangri-La and Oetker Collection.

It was in 2020, during the pandemic, that she joined Sun Resorts as Director of Commercial and Operational Affairs. In this position, she played a key role in transforming the group.

The rebranding operation for which she had been recruited went far beyond a simple name and visual identity change, as it led to a new positioning of the group, a pioneer since 1975 in Mauritius’ hotel industry.

Joëlle Edwards-Tonks’ early days within the group were tough, however. Stranded in Paris by the pandemic for five months, she had to meet her new colleagues online. “A real challenge, she recalls, but it gave me a lot of strength for what came next.


A collaborative approach


Joëlle Edwards-Tonks © Prisca Nairn/Sun Life

Very quickly, she notes, I realized that a simple re-branding would not be enough to reinvigorate a group that had lost some of its sparkle. It called for a deeper renewal, a greater focus on corporate culture, better understanding of what type of clientele would appreciate each of our four hotel complexes, and engaging all of our staff.

As part of a collaborative process with the teams, invited to idea-generation workshops, “the brand’s vision and values — love, dream, kindness — were clarified, the personality of each Resort redefined, and the client offers and experiences of each property revamped.”

Ultimately, the group entered a new chapter by becoming Sunlife in 2022. “Sun was our DNA. But, by replacing Life with Resorts in our name, we breathed life and experiences into our brand,” says Joëlle Edwards-Tonks.

These decisions have proven timely, as the group has fared well since. The summer of 2026 demonstrates it, with Sun Life at full capacity. After a slight dip in March-April — the war in the Middle East discouraged British travelers who typically pass through Dubai — bookings quickly rebounded.

In July-August 2026, Sunlife recorded an 85% occupancy rate, and even 90% for the flagship La Pirogue, located in Flic-en-Flac on Mauritius’ western coast.

And while, particularly in the French market, sales through tour operators slowed somewhat, individual bookings and sales via online travel agencies compensated.


“AI will free up time that teams will devote to guests”

“Since Covid, there isn’t really a low season for us” observes Joëlle Edwards-Tonks. This does not exempt the hotel group from facing major challenges to secure its future. That is why Sunlife has made sustainable development a priority.

Already certified by EarthCheck and CarbonNeutral®, Sunlife aims to further reduce its carbon footprint, protect the environment, and promote the group’s social responsibility. The objective? Align with the ISSB requirements, an independent body that is a global benchmark for sustainability performance.

Among future challenges are also digitalization and AI, which are advancing rapidly. “This is a topic to approach carefully if we want to ease fears among the teams and resistance to change,” notes Joëlle Edwards-Tonks.

She adds that AI enables faster, finer forecasting and productivity gains. AI also helps better understand client preferences and offer more choices — but it will not replace human contact.

Far from it, according to the new CEO of Sunlife, “AI will free up time for the teams to devote more to guests who are increasingly seeking ultra-personalized and authentic high-quality stays.”

Another challenge: attracting new generations of talent, even if recruitment difficulties are less acute than in the immediate post-Covid period.


OPCO Mobilités Takes On AI and the Tourism BTS


« Le marché du travail reste volatil, et les financements se raréfient. Maintenir une dynamique d’apprentissage et d’innovation est indispensable pour sécuriser l’avenir de la branche », affirme Isabelle Maimbourg, directrice générale de l’OPCO Mobilités. @opco mobilités

CroisiEurope


TourMaG – In 2023, you launched with the Voyages Enterprises (EDV) a national support plan for travel operators. Where do you stand today?

Isabelle Maimbourg : The first plan, carried out in 2023-2024, focused on CSR, ecological and energy transition.

The new plan, for 2025-2026, concentrates on artificial intelligence (AI).

In 2025, we published a white paper on AI, and this year we completed by unveiling a social panorama of companies.

Read also: Young, female and on permanent contracts: the portrait of tourism workers (Infographic)

From February 2026, we will roll out AI training actions, notably aimed at agencies and tour guides, via our M-Campus tool. A broader support with consultants will be carried out regionally. It will begin in the Grand Est.

TourMaG – What are the expectations of tourism companies regarding AI?

Isabelle Maimbourg :
Companies have varied profiles; some are highly engaged but sometimes disappointed by AI promises, others hesitate but end up getting involved, especially to improve customer relations.

We are testing AI platforms such as a Travel Companion, which offers clients an interactive travel journal, enabling photo sharing and comments, while facilitating travel management for agencies.

We supported funding for the pedagogical experimentation phase.

In the future, we could accompany training actions.

Subsequently, the Voyages Enterprises chose to rely on Cediv as a laboratory, to launch AI-related actions and facilitate access to a complete solution for travel agencies.

Read also: EDV, CEDIV: the AI chatbot dedicated to agencies will be launched in November!


The Redesign of BTS Tourism Under Study

TourMaG – Does AI have an impact on recruitment and attractiveness in tourism?

Isabelle Maimbourg : Absolutely. Innovation draws a younger audience and represents an additional lever for recruitment.

Since 2022, we have rolled out substantial promotion of the professions, notably with a media campaign in 2025 in three waves.

We have increased activities promoting tourism careers at the events we participate in: activities, quizzes, geography contests…

Our apprenticeship and training officers visit middle schools and high schools to promote all mobility professions.

Another important outcome is the creation of the mobility network of CFAs, i.e., 130 CFAs across France and its overseas territories.

TourMaG.com – What do you propose during Tourism Careers Week?

Isabelle Maimbourg :
For Tourism Careers Week, this year again we have invested truly and in a coordinated manner with all companies, CFAs and training organizations.

We will run daily actions across all territories, coordinated with the Voyages Enterprises and Seto.

TourMaG: What are the results in terms of recruitment in the sector?

Isabelle Maimbourg :
In 2025, it was harder to find employers than candidates.

Entry-level roles in the profession, such as travel agent, remain in tension because the audience is young and frequently changes direction. Nevertheless, the 2025 agency performance was solid and broadly positive.

We are also working on aligning the BTS Tourism, professional titles, and the real needs of companies.

Since early 2026, we are attempting to set up tailored training, integrable into apprenticeships, work-study, or professionalization contracts.


A Market Still Volatile

TourMaG – What are your priorities for 2026?

Isabelle Maimbourg :
Two major items: support for AI and the alignment of training offerings with the needs of businesses.

Concurrently, we continue our usual missions: securing funding, supporting career paths, and maintaining recruitment and training to prevent a skills shortage.

TourMaG – Can you remind us of your main mechanisms?

Isabelle Maimbourg :
We have four main mechanisms via the skills operator: apprenticeship through professionalization contracts and traditional apprenticeships, followed by the skills development plan for companies with fewer than 50 employees.

Conventional contributions are, in tourism, little used.

Finally, voluntary contributions by companies allow co-financing of training paths.

We have secured a European Social Fund (FSE) of €7.5 million to cover 50% of the cost of the training paths. We currently have a little under €1.6 million remaining until March-April 2026.

The skills development plan, meanwhile, amounts to about €40 million for all companies, not only agencies.

TourMaG – One final word on concrete projects and actions?

Isabelle Maimbourg :
It is crucial for agencies to continue investing in recruitment and training.

The job market remains volatile, and funding is dwindling. Maintaining a momentum of learning and innovation is essential to secure the future of the sector.

Purple Gold Takes Over the World: Can It Dethrone Matcha?

In the Philippines, ube, the country’s emblematic yam, has become a highly strategic product. Highly valued for its softly vanilla-sweet flavor, its beautiful purple color, and its myriad virtues, it enchants consumers around the world, even supplanting the trend for matcha. In 2025, exports surpassed three million euros, more than twice the previous year, yet this clear success hides a serious problem. Production no longer keeps pace with demand as enthusiasm continues to rise.

“Our harvest is no longer enough. We are asked for two tons per month. How could we supply such volumes?”, summarizes producer Esmeraldo Maligsa to the South China Morning Post, Tuesday, June 30.

A lack of resources and development assistance

Rich in fiber and antioxidants, this root is found in smoothies, coffees, jams, pastries, or even ice creams in many countries. The main export markets are Canada, the Middle East and several Asian countries, but the United States, South Korea and Europe are accelerating orders. Starbucks, among others, has launched its own ube drink in several outlets across the Atlantic as well as in the Old Continent. Gradually, this local specialty is turning into a high value-added agricultural product, while Philippine producers are not oblivious to the difficulties on the ground.

There, farming remains largely manual and processing infrastructure is still insufficient. “We need machines, backhoes”, explains Esmeraldo Maligsa, who notes that the hilly lands of the island of Bohol complicate their work. “We were given a motor cultivator, but it cannot climb the steep terrains… We turn the soil by hand, which takes time”, he adds, exhausted.

On Saturday, June 27, the Philippine government announced a plan to structure the sector, with common standards, investments and tools adapted to exports. “Supply and organization struggle to keep pace”, concedes Undersecretary for Agriculture, Philip Young.

A food product soon to be protected

The authorities also want to better protect the origin of ube from Bohol. This month, Manila filed a request for registration of a geographical indication (GI) for its production. This measure would allow to “officially recognize the qualities, the reputation and the cultural heritage of the ube ubi kinampay of Bohol, intrinsically linked to the geography, the soil, the climate and the province’s traditional agricultural practices”, according to the Philippine Intellectual Property Office, which notes a “purple gold rush”.

This recognition would also help protect this variety against imitations from abroad. Esmeraldo Maligsa asserts that “many try to imitate our ube, but no one manages to reproduce its aroma”.

Researchers, however, remind that the future of the sector will also depend on its ability to sustainably boost production. Ube remains vulnerable to diseases, to climate fluctuations and cannot be harvested year-round. For expert Marlon Tambis, it will be essential to develop other varieties and new cultivation methods. “Relying solely on kinampay will not be enough to solve shortages”, he says.

Airbus: 22-Hour Nonstop Flight Aircraft Takes Off


L’A350-1000ULR a effectué son premier vol à Toulouse - Crédit photo : © Airbus SAS 2026

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This is a first that bodes well for the future.

After two years of delay, the A350-1000ULR carried out its first flight in Toulouse. The aircraft flew for 3 hours and 43 minutes, reaching an altitude of over 12,496 meters.

The crew consisted entirely of personnel dedicated to test flights.

They conducted general performance checks of the aircraft and tested the new fuel-system architecture. The test campaign is expected to last two months.


A350-1000ULR: a range of 18,520 kilometers

At the end of this period, the aircraft named AIB01LR will be outfitted according to Qantas’ commercial specifications.

For reference, the aircraft was developed for the Australian airline and will feature four cabin classes.

It is expected to enable, in 2027, non-stop flights between Sydney and London, spanning a distance of 18,520 kilometers, and to fly 22 hours without a technical stop.

To read: Ultra long-haul: technical feat or future model for commercial aviation?

“This performance is made possible mainly by integrating, into the aircraft’s structure, an additional aft center tank (RCT), which further enhances the aircraft’s performance and increases its range by 1,000 nautical miles (1,852 kilometers, editor’s note),” explains the manufacturer’s press release.

The delivery of this first aircraft is scheduled for April 2027. The second A350-1000ULR is under assembly and is due to roll out of the paint shop in the coming days.

Qantas has ordered 12 A350-1000ULR as part of the Sunrise project.

Thailand 60-Day Visa Exemption Takes Effect July 15


Les citoyens de 93 pays bénéficieront d'une exemption de visa de 60 jours en Thaïlande dès lundi prochain | © ShutterStock

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A few weeks ago, Thailand unveiled excellent news for international tourists by announcing the upcoming extension of the visa-free stay to 60 days.

And good news never comes alone: it will no longer be 57 but 93 countries that will be eligible for this visa exemption.

Planned to be activated “between late June and early July”, this liberalization of entry rules for the Land of Smiles finally has an effective date.

VisasNews reports today that as of July 15, 2024, tourists and business travelers from 93 countries will be able to enter Thailand visa-free and stay for 60 days.

However, authorities have not yet officially announced whether and how this period could be extended on-site.

Obtaining an electronic visa remains possible for travelers who wish to stay more than 60 days in Thailand.


Thailand Updates Its Visa Policies

On July 12, Traisulee Traisoranakul, the spokesperson for Thailand’s Interior Ministry, explained that her ministry had approved four updates to the country’s visa policies.

These initiatives aim to “line up with global competition to attract more foreign visitors, generate more revenue, and thus boost the national economy”, according to Traisulee Traisoranakul.

According to the spokesperson, the deputy prime minister and Thai Interior Minister Anutin Charnvirakul signed off on these four updates, which have now been submitted to the Prime Minister for approval.

They will then be published in the Royal Gazette, the Thai Official Journal, and will take effect simultaneously from July 15, 2024.

Here are these measures:

  • Extending the 60-day visa-free stay;
  • Increasing the number of nationalities eligible for the visa on arrival;
  • The launch of the new “Destination Thailand Visa”;
  • The extension of stay duration for certain students.


The Countries Eligible for the 60-Day Visa Exemption in Thailand

If the conditions for staying in Thailand are relaxed in the coming days, tourists eligible for visa-free entry into Thailand will soon have to complete a new formality before their trip.

As travelers bound for the United States, Canada, or more recently Israel are accustomed to, it will soon be necessary to apply for an Electronic Travel Authorization (ETA) to travel to Thailand without a visa.

The ETA for Thailand is expected to launch in December 2024, in a pilot phase, and to be fully operational by June 2025.

In the meantime, citizens of the following 93 countries and territories can stay up to 60 days visa-free in Thailand, with no pre-departure formalities:

  • South Africa, Albania, Germany, Andorra, Saudi Arabia, Australia, Austria, Bahrain, Belgium, Bhutan, Brazil, Brunei, Bulgaria, Cambodia, Canada, China, Cyprus, Colombia, South Korea, Croatia, Cuba, Denmark, Dominica, United Arab Emirates, Ecuador, Spain, Estonia, United States, Fiji, Finland, France, Georgia, Greece, Guatemala, Hong Kong, Hungary, India, Indonesia, Ireland, Iceland, Israel, Italy, Jamaica, Japan, Jordan, Kazakhstan, Kosovo, Kuwait, Laos, Latvia, Liechtenstein, Lithuania, Luxembourg, Macao, Malaysia, Maldives, Malta, Morocco, Mauritius, Mexico, Monaco, Mongolia, Norway, New Zealand, Oman, Uzbekistan, Panama, Papua New Guinea, Netherlands, Peru, Philippines, Poland, Portugal, Qatar, Dominican Republic, Czech Republic, Romania, United Kingdom, Russia, San Marino, Singapore, Slovakia, Slovenia, Sri Lanka, Sweden, Switzerland, Taiwan, Tonga, Trinidad and Tobago, Turkey, Ukraine, Uruguay and Vietnam.

Group Travel Reclaims Its Value in an Uncertain Global Context as Calafell Evasión Takes Charge to Drive Change


Le groupe en voyage sur la péninsule Ibérique © Calafell Evasión / Image générée par IA pour illustration promotionnelle

CroisiEurope



Today, travelers place greater emphasis on safety, the proximity of services, and the reliability of the organizations they rely on for their trips.

In this new context, group travel regains its full relevance. More structured, more reassuring and easier to organize, it meets a genuine need for serenity. For agencies and organizers, choosing an experienced local partner also becomes essential to ensure smooth stays that align with clients’ evolving expectations.


Le voyage de groupe : une réponse aux nouvelles attentes des voyageurs

For several years, traveler behavior has evolved. Where some once sought distant destinations or very rapid trips, many now favor experiences that are more accessible, more human, and better organized.

The current international context accelerates this trend. Groups want to travel to stable destinations, easily reachable and equipped with solid infrastructure. They also seek more active guidance, capable of securing every phase of the stay and responding quickly in case of unforeseen events.



© Calafell Evasión / Image générée par IA pour illustration promotionnelle

In this dynamic, group travel emerges as a reassuring solution. It helps pool costs, simplify planning, and above all, provides genuine peace of mind for both participants and organizers.

This shift also highlights the importance of human connection in tourism. Travelers no longer seek merely to “see” a destination, but to experience a collective, convivial, and authentic moment together.


Espagne et Portugal : des destinations adaptées aux réalités actuelles


© Calafell Evasión / Image générée pour illustration promotionnelle

In this context, the Iberian Peninsula naturally emerges as a particularly relevant destination for groups.

Spain and Portugal offer a rare balance between accessibility, safety, cultural diversity, and high-quality tourism infrastructure. Their geographic proximity helps limit travel times and the impact of rising fuel costs, while ensuring a genuine sense of change of scenery.

Another major advantage is the variety of possible experiences. Cultural stays, tours, hiking, gastronomy, traditional or seaside events… the Iberian Peninsula meets a wide range of expectations, with the possibility to travel almost year-round thanks to a particularly favorable climate.

In a world where uncertainty increasingly shapes travel decisions, Spain and Portugal appear as destinations that are both reassuring and inspiring.


Le rôle essentiel du réceptif local

More than ever, agencies and organizers need strong local partners who can anticipate difficulties and guarantee reliable execution.

The role of the DMC is no longer limited to mere logistics. It becomes a trusted ally, capable of securing operations, ensuring on-site responsiveness, and guiding groups through a tourism landscape that is continually evolving.

At Calafell Evasión, this close proximity to on-site realities has been one of the company’s cornerstones for over 30 years. The teams collaborate daily with carefully selected local partners to ensure the quality and stability of the services offered.

The integration of Promenade in Portugal now strengthens this presence across the entire Iberian Peninsula and enables agencies to obtain even more comprehensive coverage of the destination.


Et demain ?



Dans un contexte mondial incertain, le voyage de groupe reprend toute sa valeur. Calafell Evasión décide de prendre les choses en main et d’initier le changement…
Calafell Evasion, Espagne et Portugal

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(+34) 977 37 30 15

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