World News - Page 2 of 27

TUI Launches Family Offer: Children Aged 2–11 Travel for Free

July 25, 2026 by Amara Nambinga

TUI France lance une opération de gratuité totale pour les enfants cet été, Despositphotos.com, Photo by PR-PhotoDesign

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As the summer season approaches, the tour operator TUI France is launching a new promotional offer. The travel company is betting on completely free travel for children aged 2 to 11, for all departures scheduled through October 31, 2026.

This initiative, valid for bookings made between June 4 and June 30, applies to a selection of seven Lookéa and Marmara clubs. It was designed to substantially reduce family budgets, including those of single-parent families.

TUI France covers all costs: not only the stays but also air travel, airport taxes and any fuel surcharges. For children under two, the usual 90% discount remains unchanged.

This comprehensive freebie program applies to seven Lookéa and Marmara properties across three major Mediterranean destinations. In Italy, the offer covers the Sicilian facilities of Club Lookéa Athena Resort Sicily and Club Marmara Sicilia. In Spain, it is offered at Club Marmara Oasis Menorca on Menorca island.

Finally, in Greece, four properties participate: Club Lookéa Sun Palace and Club Marmara Zorbas in Kos, Club Marmara Doreta in Rhodes, as well as Club Marmara Sandy Beach in Corfu.

A general discount across the entire summer catalog

To cover its full lineup, the tour operator extends this promotional campaign as price reductions applied to its other sites. Thus, the 55 other Marmara Clubs and Lookéa Clubs open for the summer season offer a 50% discount for children aged 2 to 11, valid under the same booking and departure-date conditions.

This preferential rate includes all the elements of the club package: round-trip flights, transfers to the hotel, accommodation, full board with beverages, as well as access to daily activities in French and to children’s clubs supervised by professional teams.

With this large-scale rollout, available both through travel agencies and on its online platform, the brand aims to optimize occupancy rates at its properties while addressing vacationers’ current concerns about budgeting.

Year 10 Internship and Summer Camp: Anglais in France Launches Several New Features (Video)

July 24, 2026 by Amara Nambinga

TourMaG – You are the founder of Anglais in France, but before that you were a teacher. What was your journey?

Jennifer Laur : The path is fairly straightforward. I hold a licence in English and civilization, then I worked as a teacher, both with the national education system and at the Ministry of Agriculture. Later, this led to the creation of Anglais in France in 2008.

TourMaG – How did the idea of creating this agency come about?

Jennifer Laur : With my family, we were host families for English girls coming from a Welsh secondary school. I really enjoyed welcoming these girls into our home and I found this work very interesting.

My mother was in contact with someone who had set up an agency in Versailles, and I already found that sector interesting. Then, with the rise of the Internet, I thought it was the right moment to take action.

TourMaG – At what point did you realize there was a real market?

Jennifer Laur : Being a former civil servant, I didn’t really think in terms of a market. I mainly aimed to do something enjoyable for myself and to please people who wanted to learn English differently.

I also wanted to enable English speakers, mostly British, living in our rural areas to share their culture and their new life in France with the residents of their host country.

We launched a second-year internship called “Bridge’nWork”

TourMaG – Your concept is unusual: 100% English… but in France. How does it work?

Jennifer Laur : The starting idea was to allow French people to connect with Britons living in France who hold a qualification to teach their language. As a teacher, that pedagogical aspect seemed essential.

The goal is to live an “English way” of life without crossing the Channel. These British families also understand cultural differences very well since they themselves are immigrants in France. They know how challenging certain situations can be when you don’t fully master the language or the cultural codes.

TourMaG – Do you address both young people and adults?

Jennifer Laur : Yes, absolutely. The stays start from 12 years old and go up to 80, including students and professionals.

TourMaG – Do you learn English just as well in France as abroad?

Jennifer Laur : It’s not necessarily the same approach. People who choose our stays often seek something very cocooning. We see more and more young people who refuse to go abroad for a first stay and who prefer to stay relatively close to home.

They need to feel reassured, to know they are only a few hundred kilometers from home and that they will be cared for all week within a family setting. There are no transportation logistics to manage, everything happens within a family environment.

TourMaG – What new features are you launching this year?

Jennifer Laur : We have launched a second-year internship called “Bridge’nWork.” It allows high school students to come to our agency in Vazerac, in Tarn-et-Garonne, to practice professional English.

They meet British partners with whom we work daily and discover how Britons build their activity in France: administrative difficulties, language barriers, but also the entire Anglo-Saxon culture of associations.

For example, we have 100% English-language charitable bookstores or associations devoted to protecting stray cats. All of this associative fabric around animals is very developed in the United Kingdom and also represents an interesting cultural contribution.

Summer camps for the younger participants

TourMaG – And for the younger ones?

Jennifer Laur : We have also created a mini summer camp in Vazerac, with a maximum of six youngsters and a native English-speaking animator.

There is always equestrian activity, English outings, and a very rural, family setting. It’s designed for youths who don’t yet feel ready to go abroad on a full family immersion on their own, and who want a first step before a more intensive stay.

TourMaG – CPF training programs are now capped at 1,500 euros. Is that a barrier for you?

Jennifer Laur : Yes, clearly. It compels people to fund a larger portion of their training themselves. We can offer shorter trainings, but it’s a pity because a full week yielded very good results.

We already have an advantage by offering immersion in France. The trainers must have an activity number and be based in France. If they are not auto-entrepreneurs or micro-entrepreneurs, they must hold Qualiopi certification, which is very challenging for language schools located abroad.

TourMaG – Does offering stays in France shield you more from the current geopolitical context?

Jennifer Laur : Yes, without a doubt. We haven’t seen a drop in demand; on the contrary, we think it could rise this year.

Our clients look for something very specific. The market has matured: people know exactly what they want and what they don’t want. Usually, when they contact us, they book a stay.

TourMaG – Yet the language-stay market has struggled since Covid…

Jennifer Laur : Yes, the sector is generally struggling, but it depends a lot on destinations and the types of stays offered. We are in a period of transformation. Young people may want something different today, and we must reinvent the language stay of tomorrow.

TourMaG – How do you specifically imagine the language stay in ten years?

Jennifer Laur : Very honestly, I don’t foresee it clearly. We discuss this a lot with my colleagues at UNOSEL, and it’s hard to project. Everything evolves very fast, just like travel agencies or tour operators. We must stay attentive to market evolutions and try to sense where the wind is blowing. Today, projecting ten years ahead is difficult.

TourMaG – And how do you see your company evolving?

Jennifer Laur : We picture ourselves remaining a two-person team. We don’t aim to expand the agency beyond measure. The idea is above all to continue doing what we enjoy and to satisfy our clients. We like developing new products to adapt to the market, but we want to stay in France, notably to preserve the closeness with the host families we meet in person every two years. Human quality and tailor-made experiences remain essential for us.

TourMaG – Are your clients loyal?

Jennifer Laur : Extremely so. Today we welcome younger siblings, cousins of former participants, and the like. Families find us mainly through Google and increasingly via AI. But more than anything, people want to speak directly with the founders. They seek that human contact.

We simply explain what we do, and if they connect with the concept, they book a stay.

Hantavirus: French People Can Travel as They Wish, Says Philippe Tabarot

July 24, 2026 by Amara Nambinga

Hantavirus: "les Français peuvent voyager comme ils le souhaitent" selon Philippe Tabarot - Photo CH

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Invited to France Info on May 13, 2026, the Minister of Transport Philippe Tabarot sought to reassure travelers and tourism professionals as concerns arose around hantavirus, fuel costs, and air transport ahead of the summer season.

Interroged on the serious hantavirus case detected in Paris following the MV Hondius cruise ship episode, the minister ruled out any restrictive measures in transport. “The virus is not spreading like it did with the coronavirus and the conditions are completely different,” he said on France Info, while acknowledging “the trauma of the French” tied to the Covid-19 health crisis.

Philippe Tabarot confirmed that no restrictions were being considered for trains, planes, subways, or other public transport. “There are currently no restrictions, regardless of the mode of transport,” he insisted, also ruling out any return of mandatory masking.

Hantavirus : “I tell the French that they can travel as they wish”

Questioned about cruises and travel to Argentina or certain zones affected by the virus, the minister sought to reassure.

“I tell the French that they can travel as they wish,” asserted Philippe Tabarot, noting nonetheless that authorities remain “particularly vigilant” on passenger traceability and contact cases, notably through the DGAC’s services.

The Minister of Transport also addressed concerns related to the Middle East conflict and its consequences for the supply of aviation fuel. “There is no kerosene shortage. There are still commercial stocks, there are strategic stocks,” he said, adding that “the French who wish will be able to depart this summer.”

“Airlines have no interest in canceling because simply the summer season is strategic for their business,” he added, also recalling that airlines do not have the ability to raise prices once a ticket has been paid: “When you make a transaction, when it’s signed, you cannot increase the price afterwards,” he stressed, referencing clarification at the European level.

He referred to Volotea, which had requested a fare adjustment for its customers after tickets had already been paid.

Philippe Tabarot also emphasized the tourism significance for the destination France. “We have the world’s leading tourism destination. There are 100 million people who will come to visit us this summer. It must not be a brake to this kerosene issue,” he reminded on France Info.

E.Leclerc Voyages Relaunches Holiday Stay Auctions Starting May 20

July 24, 2026 by Amara Nambinga

Voyages E.Leclerc poursuit le développement de ses enchères de séjours - Depositphotos.com @Kuzmafoto

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Voyages E.Leclerc continues to develop its travel auction and live shopping systems, launched two years ago in order to make stays more accessible.

The brand is organizing a new auction session from May 20 to 21, 2026, with several destinations up for grabs, including Marrakech, Lanzarote and Madeira.

The concept behind “Voyages Auctions” rests on a simple mechanism: customers registered to the bidding club can participate in online sales where the starting price is set at 1 euro. Bids, capped at 5 euros, allow participants to bid on multiple offers simultaneously for a duration of 24 hours. The last bidder before the countdown ends wins the respective stay.

According to the brand, the offered stays represent an average budget of around 1,200 euros for two people, with discounts approaching 32 % compared to public rates. Eight destinations are presented each day over two days. The offers include stays in the Canary Islands, in Martinique, but also city breaks in Rome or Lisbon.

Registrations for the upcoming auctions are accessible here.

A System Complemented by Live Shopping Sessions

In parallel, Voyages E.Leclerc continues to develop its live shopping sessions. Inspired by teleshopping, this format allows internet users to discover travel destinations live through presentations led by travel experts or showcased destinations.

Broadcast on the retailer’s site as well as on its Instagram account Voyages E.Leclerc, these sessions feature presentations about the cultural and geographic specifics of the destinations, accompanied by live exchanges with viewers via a chat module.

Participants can also access exclusive promotional offers during the sessions.

Among the destinations already highlighted are notably French Polynesia, Vietnam, Thailand, Japan, Egypt or Australia.

Published by Amelia Brille TourMaG.com Editor
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European Camping Group: Aims to Surpass €1 Billion Quickly

July 24, 2026 by Amara Nambinga

European Camping Group : "Nous voulons rapidement dépasser le milliard d’euros" - Photo ECG

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TourMaG – How is the 2026 season unfolding for European Camping Group (ECG) ?

Sébastien Manceau : The season is generally going quite well, but it is marked by significant uncertainty. This uncertainty seems mainly linked to the situation in Iran, with a double effect. On one hand, it pushes part of our customers to stay closer to home and thus favor Europe, which could be favorable for us. On the other hand, there is pressure on fuel prices, on inflation, and above all a fear of a renewed inflation, which makes consumers very cautious.

Today, the early season is good: the May weekends are performing very well, Ascension was full and Pentecost looks promising as well. By contrast, the peak season remains more uncertain. We are a bit behind last year. For the last two or three months, we have mainly observed that it is the coming weeks that are filling up.

There is therefore a scenario where the season will be very good if bookings accelerate in the coming weeks. And another scenario, less dynamic but not disastrous either. The real question is about July-August.

The season marked by strong uncertainty

TourMaG – Does the post-season offer more visibility?

Sébastien Manceau : Yes, September is very good. We have a sizable German clientele, representing between 12% and 15% of the group’s customers, and this clientele books a lot for September.

Moreover, every year September advances. July tends to be tougher while September becomes excellent. The uncertainty really concerns August.

But we are moderately worried: customers want to go on vacation and we still have good stock, with nice mobile homes on beautiful campsites. The question will mainly be about price, in a context where purchasing power remains under pressure.

TourMaG – Do behaviors differ according to European markets?

Sébastien Manceau : We are observing broadly the same attitude across countries. In recent weeks, German customers are performing particularly well, as are British customers. By contrast, French customers have been somewhat weaker for about a month and a half to two months.

On destinations, France was fairly ahead but is now lagging a little, mainly because it depends heavily on French clients. Italy, which was lagging, is performing very well again. Spain has been doing well for several years.

Croatia, which was very dynamic a few years ago, is cooling a bit since joining the euro, with price increases pushing some clients to make different choices.

TourMaG – Can the move upmarket in camping become a brake in an inflationary context?

Sébastien Manceau : We do not think so. On the contrary, inflation makes camping proportionally more attractive than other types of accommodation such as holiday residences or vacation clubs.

At ECG, we mainly cover segments 3 to 5 stars, with a very strong presence in 4- and 5-star. What we observe is that 4- and 5-star campsites are gaining market share every year, both over other campsites and over other types of accommodation.

I’m talking more about moving up in comfort than about moving up in prestige. Clients want more space, bigger mobile homes, higher-quality infrastructures. This is an evolution that we see across tourism for decades.

Consolidation: “Southern Europe is a priority”

TourMaG – You acquired the Spanish group Alannia in 2025. Is Spain a safe bet?

Sébastien Manceau : Spain is indeed a safe bet. Our aim is to consolidate our position as the only truly pan-European camping operator.

We were already present in Spain with around forty destinations, but we wanted to strengthen. Alannia comprises five campsites and 2,700 pitches, with very high-quality products located near Alicante, not on the Costa Brava as many players do.

These are year-round campsites, with a management team that has demonstrated real know-how. The idea is clearly to continue our development in Spain.

TourMaG – What are now your priority target markets?

Sébastien Manceau : Southern Europe is a priority. We want to continue to grow in Spain and Italy, even though we remain open to other opportunities.

The market remains extremely fragmented. In France, there are still about 7,400 campsites and only about a thousand belong to groups. There are therefore many consolidation opportunities.

“Our objective is to carry out between five and ten acquisitions per year”

TourMaG – Growth mainly through acquisitions?

Sébastien Manceau : Greenfield growth is virtually impossible, especially in France. I would be unable to name more than two or three new campsites created in the last ten years.

There are therefore two levers left: acquisitions and organic growth. Last year, we completed 13 acquisitions, including five via Alannia. This year, we are already at five, soon to be six.

Our objective is to execute between five and ten acquisitions per year. And at the same time, we continue to invest heavily in our existing portfolio.

TourMaG – What does direct distribution represent for your group?

Sébastien Manceau : Direct sales account for more than 90% of our activity, precisely 91%. Intermediaries represent only 9%, mainly specialists like Camping.com or Maeva.

We also use Booking.com marginally, for example for atypical products or certain clienteles we reach less easily.

The rest is distributed via our websites, our call centers, the CSE, and our own OTA. Mastering this distribution is extremely important to us.

Publié par Céline Eymery Rédactrice en Chef – TourMaG.com
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Categories World News Tags Aims, Billion, Camping, European, Group, Quickly, Surpass

Maison Manaventura: From Tahiti to Vendée, Jessica Sorin Traces Her Path

July 24, 2026 by Amara Nambinga

Before venturing into tourism, Jessica Sorin ran a coworking café in Nantes.

That was before the Covid period.

She used the confinement to join friends in Tahiti. This stay, initially planned for three months, would ultimately last six months.

« I fell in love with the green of Polynesia, she recalls. We often show the blue of the lagoon and the stilt houses, but I discovered a Polynesia that was much more authentic, cultural, and natural. »

Fortified by this experience, she answered a call for proposals from a Polynesian incubator, and set off again a few months later with a container filled with outdoor gear: roof tents, paddles, hiking equipment…

« The initial idea was to offer equipment rental and immersive experiences with locals. Very quickly, I received requests to organize stays, recounts Jessica Sorin. On site, I quickly completed the steps to become a travel agent. »

For several years, the entrepreneur commuted between France and Tahiti, while maintaining her Nantes-based activity, which she has since sold.

« I didn’t know how receptive operators or TOs worked,» she admits. « I learned as I went and discovered that I was a receptive operator. »

Nevertheless, she had already dipped a toe in travel, for instance as Guest Relations Manager aboard Ponant ships.

Today, the Manaventura Tahiti receptive operates mainly in B2C, which accounts for about 95% of its activity.

In 2025, Manaventura handled around 350 files, representing between 700 and 1,000 travelers, with an average basket of 15,000 euros. The entrepreneur claims an annual growth rate close to 200% over the past three years.

Maison Manaventura: The Physical Bet

Against the current, Jessica Sorin has just opened a physical travel agency named Maison Manaventura in La Tranche-sur-Mer, in Vendée.

She has imagined a concept store inspired by seaside resorts and the lifestyle universe.

« Our agency looks more like a boutique of inspiration », she explains.

Visitors will find both Polynesian products and travel journals, scented candles or travel accessories.

La Tranche-sur-Mer was chosen for strategic reasons. The director is banking on a clientele with second homes and on the resort’s strong summer attendance.

The idea directly stems from her Ponant experience. « On board the ships, sales of future cruises worked very well because customers were already in travel mode. I recognize that logic in seaside resorts: people are relaxed, available, already in a vacation mindset », explains Jessica Sorin.

If Polynesia remains her historical area of expertise, the offering is gradually expanding to other destinations. « The first requests came in for Sri Lanka, the Seychelles, Morocco or Italy.

Today, we surround ourselves with receptive operators. We have also just partnered with Catlante to promote a product entirely in our DNA, » underlines Jessica Sorin.

Travel Must Create Connections

If the company claims an outdoor and immersive positioning, Jessica Sorin prefers to emphasize an ethos built on meeting and sharing: « We want to encourage intergenerational travel, with family or friends. Travel must create connections. »

The agency prioritizes local experiences and exchanges with residents, whatever the destination. « Even in Canada, I want there to be a real local encounter », she insists.

This philosophy also guides how trips are designed. The teams take the time to talk with clients to understand their desires and motivations.

« We do not build a simple travel checklist. Behind every project, there is a personal story, a particular wish. »

A Flexible and International Organization

The group now counts 22 employees, spread between Tahiti, France and several international destinations.

The company operates with a mix of employees and freelancers.

« I love this flexibility, explains Jessica Sorin. Some of our consultants live in Bali, in Greece or in Polynesia. The more they travel, the better they understand our vision. »

To drive the development of Maison Manaventura, Jessica Sorin also relies on Chloé Le Berre Lizée. After two years of collaboration as a freelancer, she takes the helm of the Vendée agency.

« She has production experience; she has worked with Copines de Voyage and Chilowé. She will develop destinations and partnerships, » explains Jessica Sorin.

B2B in the Spotlight

After several years devoted to structuring the B2C model, the company now aims to accelerate in the B2B segment.

A stand is already reserved for IFTM Top Resa 2026 and a new B2B brand is in development, with several names currently under consideration.

The ultimate objective? « to reach a balance of 60% B2C and 40% B2B », explains Jessica Sorin.

Two hires are also planned this year: one in Polynesia and one in France.

Categories World News Tags Jessica, Maison, Manaventura, Path, Sorin, Tahiti, Traces, Vendée

Laurent Abitbol (Selectour): Tailor-Made Travel and Upgrading to Premium Are Our Future

July 23, 2026 by Amara Nambinga

After a lengthy hiatus, the Selectour Receptives Salon is being relaunched, with the intention of making it a fresh, annual gathering.

For the occasion, the hippocampus-branded network brought together 115 receptives from France and from around the world who are listed as members, along with 220 affiliated agencies, under the dome of the Intercontinental Hotel in Paris, on May 20, 2026.

In an environment shaped by the rising power of AI and the ever-stronger competition from online agencies, “custom travel and moving upmarket are our future,” stated Laurent Abitbol, the board’s president, in his opening remarks.

Tailor-made journeys are particularly appealing to agencies that typically enjoy an average margin of about 20%.

Also read : Laurent Abitbol: after the businessman, the politician?

Legal framework and liability under the microscope

This Receptives Salon enabled attendees to take part in an information session on the legal framework (liability, sales contracts, etc.) governing tailor-made travel, the risks, points to watch, and best practices, followed by a round-table discussion and a giant workshop.

Assurever also presented its Protexio product. Priced at 1.99% of the travel cost, which allows agencies to insure against the risks of a tailor-made trip (cancellations, strikes, bad weather, natural disasters, supplier failures, etc.) and to safeguard their margin.

Also read : 2026: a year of structuring, commitment, and projection for Assurever

« It’s not an economic crisis, but a psychological one »

In 2025, Selectour recorded a turnover of €36 million with the receptives it lists, up 3.5% from 2024. From January through the end of April, growth reached 6%, totaling €11.5 million.

A positive trend that runs counter to the broader market. Tourism bookings within Selectour show a 24% decline for March, April, and May, mirroring the industry as a whole.

“Every month, it slides a little further. It’s not an economic crisis, but a psychological one,” says Laurent Abitbol, who urges members to weather the storm as much as possible in the hope of a rebound, should the hypothetical reopening of the Strait of Hormuz occur.

“The client wants to travel; it’s not a matter of price. Our enemy is the 24/7 information cycles. It’s a drug…” he adds.

He also takes the opportunity to advise TOs not to slash prices for the summer, for fear of muddying benchmarks and of losing the ability to sell at the right price in the coming years, but rather to reduce their capacities.

An expanded and improved receptive offer

Growth in receptives activity is linked to agencies that are increasingly receptive to the idea of building customized and differentiating products to meet client expectations, with full control over the offering.

It also depends on an expanded portfolio. For the 2026/2028 period, Selectour lists 137 foreign receptives and 13 French receptives (Selectour agencies that offer itineraries within France, such as Girardot Voyages in Burgundy).

Behind an apparent stability lies actually a scene with roughly thirty outgoing and as many incoming partners, with a goal to reference luxury specialists offering personalized or concierge services, as well as receptives deeply committed to sustainable and responsible tourism.

Polishing for the Hip Réceptif platform

The refreshed selection also enables Selectour to add new destinations (Albania, Germany, Bahamas, Dominican Republic, Nicaragua) and to strengthen its presence in Mauritius, Japan, and the United Kingdom. In total, 134 destinations are covered.

To boost efficiency, the offering is consolidated on the internal Hip Réceptif platform. Operational for ten years, it will receive a makeover at the end of May.

Beyond a new design, functionalities will be enhanced (agency feedback on receptives, training on destinations, visualizable route maps of itineraries, etc.).

In addition to the TO offerings

Categories World News Tags Abitbol, Future, Laurent, Premium, Selectour, TailorMade, TRAVEL, Upgrading

EasyJet Holidays to Be Resold by 500 German Travel Agencies

July 23, 2026 by Amara Nambinga

easyJet holidays poursuit son développement européen à travers deux axes principaux : le renforcement de sa distribution en Allemagne et une nouvelle mise en avant de son offre « vol + hôtel » sur le site d’easyJet.

easyJet holidays vient d’annoncer avoir noué un partenariat avec 500 agences de voyages physiques dans la région de Berlin. Ces agences commenceront à commercialiser les forfaits du voyagiste au premier semestre 2027.

« Cette initiative marque une étape importante dans l’ambition du tour-opérateur de renforcer sa présence sur les principaux marchés émetteurs européens au-delà du Royaume-Uni. » indique un communiqué.

Other German regions are expected to follow in the coming months

Le groupe souligne que le marché allemand présente des spécificités importantes, avec une majorité des ventes de voyages à forfait encore réalisées en agences physiques.

Kevin Keogh, directeur Europe d’easyJet holidays, précise :

« Comme la majorité des voyages à forfait en Allemagne sont vendus hors ligne, travailler étroitement avec des partenaires de distribution solides est clairement la bonne approche pour permettre aux vacanciers allemands d’accéder à nos offres attractives. »

Selon le groupe, Berlin constitue un point d’entrée naturel pour cette offensive B2B, la capitale allemande étant l’une des principales bases européennes d’easyJet. D’autres régions allemandes devraient suivre dans les prochains mois.

Le voyagiste pourrait-il nouer un partenariat du même type en France ? « Ce n’est pas à l’ordre du jour » nous répond un porte-parole.

The ‘flight + hotel’ offer provided directly on easyJet’s flight search engine

Parallèlement, easyJet holidays prépare une évolution de son parcours de réservation autour du produit « vol + hôtel ».

L’offre existe déjà dans le catalogue du voyagiste, mais sera désormais davantage mise en avant directement depuis le moteur de recherche vols du site easyJet. L’objectif : capter une clientèle qui recherche d’abord un billet d’avion avant d’envisager une formule packagée.

Selon le groupe, cette évolution vise particulièrement les clients adeptes de city breaks, dont le parcours d’achat débute généralement par une recherche aérienne classique. En proposant l’hôtel dès cette étape, easyJet holidays espère convertir davantage de voyageurs vers des offres dynamiques incluant transport et hébergement.

L’activité tour-opérateur du groupe continue par ailleurs d’afficher une croissance soutenue au 1er semestre de l’exercice 2026.

easyJet holidays a enregistré un bénéfice avant impôt de 61 millions de livres sterling, tandis que le nombre de clients a progressé de 22 %.

Des résultats positifs, alors qu’easyJet plc a essuyé perte avant impôt portée à 552 millions de livres sterling sur la période. (voir encadré).

easyJet results for the first half of 2026

easyJet plc a publié des résultats semestriels en recul pour son exercice 2026, dans un contexte marqué par le conflit au Moyen-Orient et la hausse des coûts du carburant. Malgré une perte avant impôt portée à 552 millions de livres sterling au premier semestre, le groupe souligne une demande toujours soutenue, notamment sur les réservations de dernière minute, et confirme ses objectifs de croissance à moyen terme.

Sur les six premiers mois clos au 31 mars 2026, la compagnie a vu son trafic progresser de 6 % sur un an, avec un coefficient de remplissage atteignant 90 %, soit deux points de plus qu’un an auparavant. La capacité exprimée en ASK (Available Seats Kilometer) a également augmenté de 8 %.

Dans son communiqué, easyJet explique que le conflit au Moyen-Orient a eu un impact direct sur l’activité, notamment à travers une hausse des coûts du carburant et une visibilité réduite sur les réservations à moyen terme. Le groupe précise toutefois que « les réservations au cours du mois de départ continuent d’afficher une bonne dynamique par rapport à l’an dernier ».

La hausse des coûts reste sensible. Le CASK (Cost per available seat kilometer) total progresse de 5 % sur un an, intégrant notamment 25 millions de livres sterling de coûts carburant supplémentaires enregistrés en mars.

Kenton Jarvis, CEO d’easyJet a déclaré : « Malgré l’incertitude à court terme créée par le conflit au Moyen-Orient, easyJet est bien positionnée pour faire face à l’environnement actuel, soutenue par l’un des bilans les plus solides de l’aviation européenne. »

Pour les prochaines années, easyJet prévoit toutefois un ralentissement de sa croissance capacitaire à partir du premier semestre 2027. La compagnie confirme enfin son objectif de dépasser à moyen terme un milliard de livres sterling de résultat avant impôt, à mesure que les conditions de marché se stabiliseront.

Categories World News Tags Agencies, EasyJet, German, Holidays, Resold, TRAVEL

Pioneers Forum 2026: Navigating Uncertainty in Tourism Transformations

July 23, 2026 by Amara Nambinga

Travelers’ behaviors have never seemed so fluid.

Between late bookings, the search for security, new expectations regarding the experience, and evolving digital practices, tourism players must learn to cope with demand that is increasingly unpredictable.

In the face of this growing instability, the Forum des Pionniers 2026 aims to “steer the uncertain”.

A theme that signals the shift from a reactive logic to a forward-looking one, and the construction of scenarios for sector professionals.

Understanding the market through diverse perspectives

For Bruno Abenin, Commercial Director at Travel Evasion and co-organizer of the event, the main challenge is not a single reading of this uncertainty, but the confrontation of viewpoints.

“The theme is one thing, but what’s truly valuable are the exchanges and how each person perceives the market,” he explains. “A tech player, a tour operator, an incoming operator or a carrier don’t read the same issues in the same way. And it is precisely this diversity that makes the Forum so rich.”

In a sector where crises are not felt at the same pace across professions, he emphasizes the importance of dialogue among varied experiences: “Some are facing their first crisis, others their tenth. The point is to pool all of this and understand what everyone actually does with the uncertainty.”

Artificial intelligence, a new driver of decision-making

AI is now present in risk monitoring, customer relations, offer production, and corporate management, and it is no longer merely a tool for automation.

It gradually influences how organizations analyze their environment, make decisions, and anticipate market evolutions.

For tourism leaders, the challenge goes well beyond technology. What place should AI-generated recommendations have? How can human judgment be preserved in a context where predictive tools are becoming more precise?

And how can teams be guided through these transformations? All these questions will feed the discussions among the 130 decision-makers gathered in Egypt, in workshops and experience-sharing sessions.

An immersive experience to fuel strategic thinking

The Forum des Pionniers goes beyond theoretical content. It relies on an immersive format designed to foster exchanges and to encourage reflection.

The Nile cruise, from Luxor to Aswan, provides the event’s through-line, with key stops such as the Valley of the Kings, Kom Ombo and Philae temples.

The program concludes in Cairo with visits to the pyramids of Giza, the Sphinx, and the Grand Egyptian Museum.

Working sessions alternate with workshops, round tables, and informal moments crafted to enhance the quality of dialogue among decision-makers. This relational dimension lies at the heart of the setup.

Egypt, a mirror of global tourism transformations

Choosing Egypt as the hosting destination gives a special resonance to this edition.

The country now concentrates a large portion of international tourism dynamics: a strong post-crisis rebound with almost 19 million visitors in 2025, accelerated modernization of infrastructure, upgrading of offerings, and major projects like the Grand Egyptian Museum.

Yet this growth takes place in a demanding environment. Egypt must contend with intense regional competition, sensitivity to geopolitical contexts, and a heavy dependence on air connectivity. It thus illustrates a model in perpetual transformation, where performance depends as much on attractiveness as on adaptability.

For Bruno Abenin, the gap between perception and reality remains significant. “I think people will be surprised by the world that exists in Egypt today,” he notes. “In Cairo, on the Nile, at the sites, there are crowds. Many tourists, from all nationalities.”

The Egypt expert adds: “Hotels are full, boats are sailing, sites are functioning normally. If you listen to some media, we sometimes have a distorted image of the destination.”

Beyond the exchanges among decision-makers and reflections on the sector’s major shifts, this 24th edition of the Pioneer Forum also carries a simpler ambition: to present a destination in its real context.

Categories World News Tags Forum, Navigating, Pioneers, Tourism, Transformations, Uncertainty

Centrale Voyages Lays the Foundation for Its Future Network of 20 Leisure Travel Agencies

July 23, 2026 by Amara Nambinga

It took two years for him to master his new universe and to feel truly fulfilled.

Early 2024, François Lévêque buys Centrale Voyages. His daily life, which he had imagined as a succession of dreams on distant shores and discoveries of foreign cultures, runs into the reality of being a business travel ticketing specialist.

He told us at the time that he was getting to grips with unfamiliar terms, infinitesimal margins and a vocation that he described as a “hard, very technical” job.

Two years later, the man who has entrepreneurship in his blood is finally able to breathe easy.

“This profession wears me out, but I feel happy and fulfilled. I have finally put in place what I wanted, steered in a direction, and even if there is still much to learn, I feel good about it.

And last week, I had the immense honor of sharing breakfast with Jean-Noël Barrot, the minister of Foreign Affairs, and to visit the Quai d’Orsay. An incredible experience“, enthuses the man who, with Raphaël Torro, can proudly claim to be the tourism industry’s leading boss… at least in sheer size.

The industry and its networking open doors one would not expect. It also enables travel and, ultimately, preserves that explorer’s spirit and the big-child inside us all.

Above all, the sector remains a fantastic playground for entrepreneurs, starting with François Lévêque.

Acquisition of Centrale Voyages: “the bride is always a little more beautiful than reality”

As we noted, the group posted 2024 revenue of 33 million euros with 33 employees, and the long-term target remained 50 million.

This target hasn’t changed, but the path to it required going through a phase that would have discouraged many others.

“When you take over a business, the bride is always a little more beautiful than reality.

And you always know there will be a rough patch afterward. When the company is at 100, it slides to 90 or 80, during the restructuring, and customers and staff closely tied to the former owner may leave.

The mistake to avoid is waiting for that storm to pass and for everything to return to normal. We rolled up our sleeves“, reinterprets the head of the company.

He then recruits a chief commercial officer, Christelle François, and Didier Caliari becomes the new business developer for the firm. Meanwhile, Valérie Jacomino, a long-time collaborator, takes on the role of chief executive of the group.

To read : Centrale Voyages expands its teams to “take off”

Once the rough patch was behind them and the teams were structured, Centrale Voyages was doing well and even managed to catch up on its backlog, about 15%, after the acquisition.

“We are in a phase where we are signing a large number of contracts in business travel.

That’s a good dynamic, even if I must note that the margins are clearly lower than what I was told when I signed the acquisition. It’s not that I was deceived; it’s just that the market is on a downward slope, particularly due to digital players. On top of that, there is a very clear economic pressure in France“, lays out the delighted owner.

Centrale Voyages: “My main challenge is to develop leisure”

Be it in business travel or civil society, the world has changed rapidly, within just two years.

AI was then merely a buzzword, Donald Trump wasn’t even certain he could run for the American presidency, and Jordan Bardella was still just a TikToker.

“Back then, the profession and the companies had only one thing on their lips: CSR. Today, no one mentions it. The only words that bosses and decision-makers mouth are price and commission. Those are our only topics with our clients.

On this portion of the business travel, we are up and running. Now, my main challenge is to develop leisure“, he notes with a genuine smile.

This latter activity is not entirely marginal, but it does not account for more than 15% of his volume and must gain substantial momentum very quickly.

The diversification of activity is vital, especially when crises stack up. Yet it is not as easy as it seems. In taking over Centrale Voyages, François Lévêque quickly realized that leisure and business travel were completely hermetic – two distinct worlds.

He discovers that people who love business ticketing, or those who love leisure, never do both. They remain specialists in one segment. So, to grow, he develops and structures his internal operation.

“In terms of margin and cash flow, leisure is clearly more advantageous. Then, we will move into MICE, to have a three-legged stool on which to advance.

We are working on creating a website. For the classic tourism segment, we had no online platform.

We will rectify this anomaly during the summer. And since early May, we have been active on social media, where we are supported by Virginie Faivet, he confides.

The aim is to generate leads for travel agents. Above all, François Lévêque realizes that to move quickly, external growth is indispensable.

Centrale Voyages takes over the Agis agency in Montigny-le-Bretonneux…

As a newcomer, acquisition offers flood in.

Some slip away, and, after speaking with other sector leaders, it is particularly tricky to sense the right deal.

“At a regional EDV congress, as a joke, François Calvino announced in front of everyone that he would give away a point of sale for free to whoever wants it, because it costs him less to offer it than to close the agency.

In his premises, under his business benches in Montigny-le-Bretonneux, he had created an agency. This isn’t his passion and he never really dwelt on the subject to develop the affair.

We participated in a round table, we talked, we both work at Manor, the deal was concluded quickly“, recounts the new owner without mincing words.

The Agis agency in Montigny-le-Bretonneux generates a business volume of 1.2 million euros per year. Centrale Voyages has acquired the business and one employee, but the structure is set to grow further. In fact, the first recruit is planned within two weeks.

Marketing operations will be launched and the storefront will be redesigned to revitalize the activity of this location.

Moreover, in a few weeks, another acquisition is expected to be fully completed, still within leisure. This time, the agency is somewhat larger, with four employees and nearly 3 million euros of autoproduced activity.

Other avenues are being explored, such as the purchase of a mini-network.

“Margins are collapsing and the economic environment is rather negative… Nevertheless, I think it is precisely in these periods that one should strive to strengthen the business.

Moreover, we clearly see that the sector is at a crossroads, with many leaders nearing retirement without a buyer and sometimes preferring simply to close their sales points rather than selling them.

I am trying to take advantage of this to grow the tourism side of the group, while questioning the future of physical travel agencies“, explains François Lévêque.

… another acquisition in sight, with the objective of owning between 15 and 20 agencies!

The aim is straightforward: beyond growing the company and reaching a turnover of 50 million euros, he also wants to give the group a sense of purpose and a future.

To that end, the leader appears to have a fairly clear plan of action.

“I must expand my client portfolio, while pursuing a strategy of premiumising the products. I would like to build a leisure agency network of between 15 and 20 outlets.

My conviction from the start has been to seek people who have money, love travel, but don’t have much time to organise their holidays or don’t want to do it themselves.

These people are willing to pay for it. In return, they must receive an extraordinary service, with constant availability and total dedication“, envisages Centrale Voyages’ chief.

Once this development is complete, in a few years, he will be able to breathe a little and set new objectives.

In the meantime, the battle is far from over. The new tourism player fights every file to stand out and secure the signatures needed to ensure the activity’s long-term viability.

“My role, as an entrepreneur, is to grow the business commercially, bring in money so the shop keeps running. Then, it is to structure so that once the momentum is created, the group can run without you. This frees up time to start new projects, such as MICE, which will be the next major project, and to gain perspective. My dream is that, in five years, the company will be perfectly structured, it will grow on its own, that I will not be needed for any position and I can travel.
Until then, as I often say, I am happy and I follow the guidance of a close friend in the sector who told me: you will work like a dog, you will never be rich, but take the opportunity to explore the world and seize the chances to travel.

I have clearly decided to follow his good advice,” concludes the leader.