Airline Charges Passengers Extra For Fuel—Even After They Buy Their Tickets
Airline Charges Passengers Extra For Fuel—Even After They Buy Their Tickets
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https://www.fodors.com/news/news/airline-adds-fuel-surcharge-after-booking-and-sparks-backlash
A European airline is charging passengers extra fuel fees after tickets are booked, raising concerns about transparency and traveler rights.
A European low-cost airline is coming under fire for charging passengers an additional fuel surcharge—even after they have confirmed seats and paid for a ticket on the flight.
The Spanish airline Volotea is adding a fuel surcharge ahead of travel for already ticketed passengers because of a significant increase in jet fuel costs related to the Iran War’s closure of the Strait of Hormuz.
The surcharge is in line with the airline’s Fair Price Promise, which passengers are made aware of at the time they purchase their ticket. “In exceptional events [that] significantly affect fuel prices, such as the current situation in the Middle East, we may apply limited and proportionate adjustments to ticket prices to reflect changes in fuel costs,” reads the Promise.
Volotea says the review the market fuel price 7 days before the flight, and will either add a surcharge or refund passengers the difference if fuel prices significantly drop. Passengers will be notified via e-mail of the adjustment to their ticket and given a link to provide payment. If they disagree with the surcharge, they can cancel their ticket and use the value for a later flight.
The airline also publishes a table showing the formula for such adjustments. Fluctuations in fuel prices can result in additional charges or refunds of up to €14. If fuel prices are similar to when the passenger purchased the ticket, there won’t be any change either way. The airline also says that in the event fuel costs spike beyond the parameters of the table, it will cap any additional collection at €14 and cover the difference itself.
Passengers who bought their tickets before March 16, when the airline made the change in their General Conditions of Carriage, will not be charged, as they would not have been notified of the possibility of the last-minute price increase at the time of their original purchase.
In addition to the Fair Price Promise, the airline is taking into account the uncertainty of many travelers. They’re also applying their Flex service to all tickets bought, allowing passengers to change or cancel without penalty up to 4 hours prior to the scheduled departure of their flight.
Volotea says the measure is expected to be temporary, “intended only for extraordinary and infrequent situations that affect the global energy market, such as the current situation in the Middle East.”
An airline cannot typically charge more to cover increased fuel costs without informing the consumer of that possibility. Airfares are typically based on economic models that predict buyer behavior and are designed to maximize the number of passengers buying seats on any given flight. Airlines generally attempt to get the most revenue possible on board a flight regardless of projections on how much the flight will cost to operate.
Many other airlines in North America and Europe add fuel surcharges to flights to cover their additional fuel bills, but those surcharges are added at the time of ticketing, not at a pre-set interval before the flight actually operates. Airlines apply fuel surcharges speculatively, based on their projections of what their fuel costs will be by the time the flight departs.
Consumer protection regulations in the U.S., Canada, and Europe generally also require that the full price of an airline fare be disclosed to passengers early in the booking process, without tacking on the additional taxes or surcharges at the end.
Volotea operates a fleet of Airbus aircraft on TK routes in Europe and North Africa, with operational bases in Spain, France, and Italy. The airline connects 110 cities in 17 countries on some 430 nonstop routes, more than half of which are only operated nonstop by Volotea.
Africa Has the Best Sunsets in the World. Here’s Where to See Them
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https://www.fodors.com/news/photos/africa-has-the-best-sunsets-where-and-how-to-see-them
There's a reason Africa is the queen of photo-worthy sunsets.
Picture this: as the sun dips below the horizon across the African savanna, the sky explodes in a burst of fiery orange and crimson. Years later, you’ll still swear your week on safari was full of the most vibrant sunsets you’ve ever witnessed. That’s not just nostalgia, but science at work.
Across the bush, dry air, fine dust, and remarkably clear conditions act like a natural color filter, bending and reflecting light in ways that intensify saturation. Because of this phenomenon, the continent offers something rare: a canvas where science and nature align to produce the kind of nightly sunset you’ll remember long after you’ve flown home.
Here’s why—and how—to find the best sunsets Africa has to offer.
PHOTO: Getty Images for Unsplash+
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The Science Behind an Instagram-Worthy Sunset
What makes a sunset glow gold, pink, and ruby is less magic than physics—though at times it may feel like the latter. Sunlight, which appears white, is a mix of all colors in the spectrum. As it passes through Earth’s atmosphere, those colors scatter in different ways depending on their wavelength, explains Stephen Corfidi, a National Oceanic and Atmospheric Administration (NOAA) meteorologist.
During the day, shorter wavelengths scatter widely, giving the sky its familiar blue hue. But at sunset, the sun sits low on the horizon, forcing light to travel through a much thicker slice of atmosphere. Along that long path, blues and violets are scattered away, leaving behind warm tones with longer wavelengths—like red, orange, and yellow—that can still reach your eye.
The right atmospheric conditions heighten the effect. “The number one ingredient [for a vivid sunset] is clean, unobstructed air,” says Corfidi. While local pollution can block sunlight’s path, fine particulate matter, such as dust, actually enhances scattering when it’s in the stratosphere. “They act like a screen that reflects the light down for you to see.” High and mid-level clouds work similarly, catching and mirroring light across the sky.
PHOTO: Adriaan Louw / Singita
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Why Africa’s Sunsets Deliver
“There are certain parts of the world where the prevailing weather patterns are more conducive to really vibrant color,” says Corfidi. Africa tops the list. Far away from urban haze, the continent’s wild places offer exceptionally clear air, paired with a defining element: dust.
“We have the Sahara on our doorstep, which covers 31% of the continent, as well as the Kalahari and Namib Deserts,” says Dr. Jennifer Lalley, Natural Selection cofounder and conservation director. In addition to the Sahara, the largest producer of aeolian (windborne) dust on the planet, Africa contains millions of acres of grassland. “Almost half of the continent is savanna with seasonal, regenerative fires.” Much like dust, thin, faraway smoke serves to further enrich color.
Another crucial ingredient that Africa has in its fair share of: space. Across Africa’s grasslands, horizons stretch uninterrupted for miles. With nothing to block the view, sunsets unfold fully—wide, immersive, and saturated.
PHOTO: Jeremy Boley/Unsplash
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The Magic of the Safari Sundowner
How you experience sunset matters just as much. “It’s a chance to be in the moment,” says Tamsyn Fricker, Travel Artistry Africa cofounder. “Sunset is a time to stop, reflect, and be in awe. You look forward to it because you’ve been tracking animals in the vehicle all day.”
That mindset is built into the safari tradition of the sundowner, a bush happy hour marking the end of an afternoon game drive. Vehicles pull up at scenic viewpoints, gin and tonics are poured, and conversation fades as attention shifts to the horizon. It’s a ritual that turns sunset into a shared, meditative experience.
In the bush, there’s also less to distract you. “With the removal of all other nonsense—no city noise, no tall buildings—it’s all about the sky.” The light lingers, color amplifies, and the stillness gives it weight. The result is not just something you see, but something you feel.
PHOTO: Hu Chen/Unsplash
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Where to See Africa’s Best Sunsets
Africa’s most spectacular sunsets unfold across its vast wilderness, where open horizons let the sky take center stage. In places like Tanzania’s Serengeti National Park, Kenya’s Maasai Mara National Reserve, Botswana’s Okavango Delta, and across Namibia, sweeping plains and intact ecosystems create a sense of scale that makes every sunset feel cinematic. With little pollution and few obstructions, color stretches endlessly across both land and sky.
“Some of my favorite sunsets have been in the Serengeti,” says Fricker. “It’s the iconic safari setting with animals and acacia trees dotting the horizon.”
For especially vivid color, head to landscapes where dust lingers in the air year-round. In Namibia’s Etosha National Park, crystalline particles from the Etosha Pan deepen reds and oranges at dusk. “It’s spectacular even during the wet season when there’s water in the salt pans,” says Lalley.
The same is true in the Kalahari Desert, which covers much of Botswana in addition to parts of South Africa and Namibia. “Imagine fiery skies over shimmering salt pans,” says Fricker. Along Namibia’s Skeleton Coast, windblown dust and salty sea air combine for striking softer hues. Another advantage to enjoying the sunset from a desert? “There’s just something about taking your shoes off, standing in the sand, and watching the sunset,” adds Lalley.
Add water, and a safari sunset becomes twice as spectacular. In the Okavango Delta or along the Zambezi River, reflections double the spectacle, mirroring tangerine and burgundy across glassy channels and slow-moving currents.
PHOTO: Ahmed Galal/Unsplash
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Travel During the Dry Season
The dry season brings some of Africa’s most striking sunsets, says Lalley. With less humidity, there’s little moisture in the air to soften or dull the light, allowing colors to appear sharper. At the same time, an uptick in dust enhances scattering.
Due to the tilt of the Earth’s axis, the sun also sits lower in the sky during the winter months—when many safari regions are at their most arid—lingering near the horizon and stretching sunsets into longer, more luminous finales.
PHOTO: Getty Images for Unsplash+
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Get a Good View
Elevation adds another layer of drama to a safari sunset. Standing atop escarpments and hills—such as the real Pride Rock that inspired The Lion King animators—heightens perspective and creates a sense of looking straight into the horizon. Some of the best camps are even built to prioritize a stellar sunset view through raised platforms and positioning. “Tawana in Botswana partially faces west, so you can watch the sunset right from the lodge in front of the hippo pools,” says Lalley.
PHOTO: Karin Schermbrucker / Singita
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Make It a True Celebration
Sometimes what sets an African sunset apart is how you experience it. At Singita Ebony in South Africa, Fricker recalls watching the sunset from a riverbed during a relaxing sound therapy treatment. In destinations near water, such as Chobe National Park and Linyanti Reserve in Botswana, she suggests going on an enchanting sunset cruise. “If you’re lucky enough, you’ll have elephants crossing right in front of you and see animals enjoying their own sunset along the river.”
No matter where you travel in Africa, sunset offers a chance to absorb the day and be fully present. The beauty isn’t only in the sky, but in the rare act of truly noticing it—a lesson many people bring back.
“Some travelers think they go on safari just for the wildlife, but they fall for the people and the quiet moments, too. I have clients who still tell me, ‘I need that special gin from our sundowner.’ They carry home the feeling that African sunsets give them and recreate the ritual in their own lives.”
An inside look at Kempinski’s debut in the US
Developer behind the Kempinski Residences Miami Design District explains why Miami is the perfect place for the standalone branded residential project.
https://www.hotelinvestmenttoday.com/Development/Brands/An-inside-look-at-Kempinskis-debut-in-the-US?
MIAMI — If there was a perfect market for Geneva-based Kempinski Hotels to make its entry into the U.S. with the Kempinski Residences Miami Design District, Miami hits the mark in a number of ways.
Not only is South Florida a hotbed of branded residences in the U.S. right now, but Miami is also one of the hottest hospitality markets in the country.
“Miami offers a rare combination of global capital, population growth, international connectivity and sustained luxury demand, making it the most natural entry point for Kempinski Hotels’ U.S. debut,” Joseph DaGrosa, founder and chairman of Miami-based DaGrosa Capital Development Partners LLC, said in an email interview. “The city continues to attract international buyers, particularly from Latin America and Europe, where the brand already has strong recognition.”
DaGrosa Capital is developing a standalone, branded residential project comprising 132 residences across two 23-story towers. The project, scheduled to open in the fourth quarter of 2029, will also include six townhomes and 17 guest suites, exclusively for sale to residents. The residences will range from two to four bedrooms, with interiors measuring approximately 2,100 to 3,100 sq. ft. and total living areas of up to 3,700 sq. ft.
Branded residential projects have been increasingly added to luxury and upscale hotel projects over the past few years to help them pencil out. DeGrosa said that standalone branded residential projects can offer developers even more flexibility and control.
“A standalone structure provides greater clarity and control across underwriting, operations, and execution. Without the variability tied to hotel performance, the focus remains on residential sellout, pricing and long-term value,” he said. “It also allows for a more efficient integration of the brand, delivering hospitality-driven services without the added complexity and cost of operating a full hotel, which can simplify the capital stack and reduce risk.”
The project’s interior design is being done by New York City Rockwell Group, which said it is showcasing Kempinski’s European and hospitality-driven approach to luxury living in residential spaces.
DeGrosa said South Florida has emerged as the second-best global market for branded residences, only behind Dubai.
“Buyers are increasingly prioritizing certainty in quality, service, and long-term value, which branded developments, particularly hospitality-branded projects, are well-positioned to deliver,” he said. “This demand, combined with favorable tax conditions and continued wealth migration, has positioned branded residences well from both a pricing and absorption standpoint.”
Amenities will span both towers and include wellness and leisure offerings such as a fitness center, spa and recovery zones, a lap pool and cold plunge, a restaurant with terrace seating, dining salons, a screening room, golf and Formula 1 simulators, and family-focused outdoor spaces.
DeGrosa said the project has many ways to stand out in such a competitive market.
“Kempinski Residences Miami Design District stands out through its focus on true hospitality integration, allowing for a more personalized, high-touch service model supported by Kempinski’s long-standing hospitality expertise,” he said. “Its location within the Miami Design District is also a differentiator, providing close proximity to retail, dining, entertainment, and other popular Miami neighborhoods, while also offering panoramic water views and walkability to design and cultural programming.”
The Design District has evolved over the past few years from a more retail-focused area into an attractive residential destination, DeGrosa said.
“The Miami Design District is evolving from a retail-focused destination into a more balanced, mixed-use neighborhood with growing demand for residential as well as office products,” he said. “Its proximity to cultural institutions, employment centers, and luxury retail has made it increasingly attractive to full-time residents. This evolution reflects a broader trend seen in global markets where retail-driven districts transition into residential communities, creating an opportunity to capture both current demand and long-term growth.”
Globally, the branded residence sector has gone from 169 developments in 2011 to 611 today, with more than 1,000 projects expected globally by 2030. The Kempinski Group operates 75 hotels and residences in 33 countries and has more than 25 prestigious projects currently under development. The company recently acquired its first hotel in over 50 years, with the Augustine Hotel, Prague, in the Czech Republic.
How COOs maximize operational impact from gen AI and agentic AI
https://www.mckinsey.com/capabilities/operations/our-insights/how-coos-maximize-operational-impact-from-gen-ai-and-agentic-ai?
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By defining the right operating structure, data governance model, and change management approach, COOs can help their companies make the most of their AI investments.
Better, faster, easier, cheaper: That’s the promise of gen AI. For at least some companies, it’s becoming the reality as well, as leaders find new ways for gen AI—and the increasingly capable agents it enables—to automate, augment, and accelerate work across virtually every function. Early adopters are using gen AI to help strengthen supplier negotiations in procurement and improve quality control in equipment maintenance (see sidebar “Gen AI’s potential across operations”). One digital marketing platform is even using gen AI to manage “long tail” sales accounts that were previously too labor-intensive to serve, for an annual revenue gain of more than $30 million.
Yet, as encouraging as these results are, there’s still much to do. In a recent McKinsey survey of 118 US C-suite executives, only 19 percent said that gen AI increased their company’s revenue by more than 5 percent. It’s a similar picture elsewhere: In mid-2024, just 17 percent of organizations worldwide said that they derive more than 10 percent of EBIT from gen AI.
Not surprisingly, about half of senior executives in that survey describe their organization’s development and release of gen AI tools as too slow—despite the fact that three-quarters also say they have at least a draft of their gen AI strategy. Only 12 percent of these organizations have been able to find revenue-generating use cases for gen AI. And while the ultimate goal for these organizations is to achieve gen AI maturity, with gen AI fundamentally changing how work gets done, a mere 1 percent of executives say their organization has reached that point.
That’s where the COO plays a critical role, as illustrated by several recent success stories where gen AI and gen-AI-based agents have helped redefine how a company creates value. Specifically, the COO can help build enterprise capabilities for gen AI-based rewiring in three ways: First, they can define the company’s operating structure for gen AI, identifying the highest-potential domains for gen AI deployment and building the capabilities needed to scale the technology effectively across the enterprise.
Second, they can shape the organization’s data governance, addressing the complex challenges associated with extracting and structuring data from legacy operating systems and minimizing risks associated with inaccuracy. Third, and most important for sustaining gen AI’s advantages over time, they can oversee change management initiatives so that people learn, use, and improve the tools and processes gen AI enables.
Getting these three factors right takes work, not just in operations but also in collaboration with other leaders, such as the chief information officer (CIO). But it’s how companies’ investments in gen AI can pay off: by reshaping how work gets done every day.
Ensuring gen AI creates real business value
Getting gen AI wrong could be costly: not just in wasted investment but also in missed opportunities. Companies that move quickly are already securing major advantages, increasing the stakes.
Sensing gen AI’s possibilities, senior leaders of a European equipment maker with more than €10 billion in revenue wanted to avoid one of gen AI’s most common pitfalls: fragmentation in development. Too often, individual functions and business units design gen AI tools that optimize their own tasks but fail at the enterprise level—such as a production-scheduling tool that raises factory output higher than the logistics department can absorb.
The company’s COO recognized that, in facing the future of operations, he and his team needed much more than a list of potential gen AI use cases. They needed to rethink the entire operating model to see how this new automation could transform people’s work.
Rethinking operating structures for gen AI
To an even greater degree than seen in earlier waves of technology-based transformation, gen AI touches virtually every part of a business organization. This expanded scope for coordination makes the operating structure particularly important to get right, both to identify the highest-potential gen AI opportunities at the enterprise level and to see them through to fruition. From the beginning, therefore, the European equipment manufacturer brought together the COO, CIO, chief technology officer (CTO), and heads of manufacturing, procurement, supply chain, and quality control, along with business unit leads responsible for marketing and sales, to undertake a gen-AI-prompted reassessment of its operating assumptions.
Centralization. The equipment manufacturer’s leaders recognized that sustaining this sort of centralized approach would be essential, especially as the organization developed foundational capabilities in fields ranging from platform architecture to risk and ethics. At least initially, a center of excellence (COE) or “factory” model, with a steering committee providing executive leadership and an operating committee overseeing day-to-day work, would help keep stakeholders collaborating to generate lasting value.
The next question is where the COE should sit within the larger organization. Under the most centralized approach, the COE directs gen AI strategy and reports directly to the CEO, operating in parallel to the business units. By enforcing enterprise-wide standards and minimizing the risks of duplication and resource waste, this option is often the most practical one at the very earliest stages of gen AI exploration. For the equipment manufacturer, following this model has so far yielded a prioritized road map of relevant use cases for €300 million in EBITDA improvement.
As the company builds more confidence, it could evolve toward one of two middle alternatives in which the business units develop their own gen AI capabilities. In some instances, the COE takes the lead and the business unit executes, while in others, the business unit takes the lead with support from the COE. Only a few organizations have fully decentralized their gen AI function and left it to the business units to run.
Identifying domains. Developing a clear structure helps organizations find the right balance in designing gen-AI-based solutions that are large enough to achieve meaningful end-to-end impact yet small enough to be achievable within a reasonable time frame. Thinking in terms of domains can push gen AI past the “pilot purgatory” stage, in which organizations spend time and resources and incur opportunity costs on developing gen AI tools that have little effect beyond saving workers a few minutes a day.
Most important is to start by assessing the strategic fit for gen AI, with an expansive view of the art of the possible so that the solution can have a lasting effect. For example, a finance function might start by identifying a pain point—such as analysts being overloaded with simple requests from other managers that would take days to answer. An initial response might be to create a gen AI chatbot that would allow anyone in the company to directly query finance data on their own.
This addresses the initial problem by enabling faster query resolution and freeing up analysts for higher-value work. But a deeper examination would seek the root causes for the frequent queries, and whether a more sophisticated gen AI tool—perhaps an agent or a set of agents—could start to produce certain analyses automatically when certain scenarios occur.
This sort of thinking implies another major question: Can we keep gen AI from destroying value? Automating financial analyses for internal purposes, such as to find lessons relevant to new product launches, tends to be substantially less risky than automating analyses for compiling into quarterly securities reporting. And that leads to a final question: Is gen AI the right solution? For some reporting, simple and (comparatively) inexpensive analytic AI may be completely adequate.
Data governance
Centralization helps operations leaders deal with what 70 percent of gen AI high performers reported as a challenge: managing data (Exhibit 3). With gen AI, the accuracy, availability, and usability of operational data become even more important, yet old challenges persist. A global materials company provides a typical example, with teams in different functions each developing their own unique information about the same products. The R&D department’s data focused on safety issues; the application engineering team developed tailored customer solutions; commercialization owned the product descriptions; and customer support assembled a set of highly specific product details to answer user queries. With no single source of truth, conflicts naturally arose in the underlying data, which gen AI models struggled to parse.
To resolve the issue, the company is now following a centralized data management system that harmonizes data from different sources, eliminating discrepancies and ensuring that all teams have access to the same accurate information. Crucially, the system emphasizes human oversight to maintain high data quality and reliability, especially for AI-generated answers. A robust governance structure further validates and regularly updates data.
Change management
As with earlier waves of digital innovation, gen-AI-based transformations are less about the technology itself and more about rethinking how humans work. If anything, gen AI’s potential to enhance creativity and innovation makes change management even more central, particularly as its impact depends on integrating human and gen AI capabilities.
It’s a tall order. A gen AI transformation must not only account for the complexities of an evolving technology landscape while yielding clear business results but also address risk concerns (see sidebar “Mitigating risk”), overcome skill gaps, and foster innovation and adaptability. And gen AI itself must keep improving, with AI agents subject to their own performance management systems.
Setting a bold aspiration for enterprise-wide impact. These obstacles are all too familiar to the typical COO, who is charged with leading the continuous-improvement efforts that sit at the core of next-generation operational excellence. They were the starting point for a tech industry COO who recognized gen AI’s potential to break long-standing operational logjams—and understood that success would depend on how well people embraced gen AI solutions.
The tech company’s work with gen AI started by tackling one of its thorniest cross-functional problems, where complex coordination led to frequent delays in generating highly tailored statements of work that outlined the details of the technology services each client would buy. Assembling a statement of work required the relationship manager to collect input from experts in internal functions ranging from finance and legal to data security, as well as from the delivery managers and solution architects leading the day-to-day work—and the client, too. Rework and errors were a fact of life, slowing response times to such a degree that relationship managers missed deadlines for important requests for proposals.
To build a tool that could generate statements of work for more than a dozen product lines, the company needed to scale quickly. The answer for this organization was to centralize. Leaders created a single working group comprising three main teams: one for engineering, one for business and data requirements, and one for change management.
The three teams collaborated extensively, particularly in reimagining workflows that would take full advantage of gen AI’s efficiencies. Previously, for example, creating a statement of work involved elaborate rounds of requirements gathering, feasibility analysis, and risk assessment—inevitably generating rework as later reviews identified issues that affected earlier decisions. By analyzing thousands of earlier statements, the new tool developed templates that highlight the most frequent potential problems up front. Specialist experts in legal, compliance, or related functions can instead focus their efforts on problems that don’t have a clear precedent.
Increasing employees’ confidence in a gen AI solution. The change management team’s involvement proved crucial not only in building the tool but also in ensuring uptake once it was deployed. Following the core principles of the influence model, leaders ensured that each product line had its own dedicated change champion, who served as an intermediary between users and the working group to develop and adapt statement-of-work templates that would meet user needs. The change champion would then help communicate with users and build their skills both in using the tool and in improving its capabilities.
The ultimate result is a templatized statement of work that replaces hundreds of document variations, each taking days to produce, with just five that now require only hours to build. This has eliminated thousands of hours of repetitive labor, freeing experienced employees to focus more on high-value work.
Strengthening COO–CIO collaboration
These examples illustrate how using AI to rethink a stream of value can yield much more improvement than simply automating a few tasks. It also requires a much closer integration between the COO and CIO, whose traditional incentives have often been in tension.
COOs charged with modernizing complex, legacy operations have often found off-the-shelf IT solutions to be a difficult fit at best. Yet the cost and complexity of bespoke technology can create substantial burdens for the IT function and the CIO. Some of the friction has dissipated as newer technologies, such as edge computing and standardized industrial communications protocols, have taken hold—along with modular IT architecture and more flexible development practices. But there’s more to be done.
AI’s short innovation cycles and high resource needs have raised the pressure for technology investments to yield their projected returns on schedule, if not sooner. When COOs and CIOs collaborate more effectively, troves of data can become usable insights for revamping operations and creating entirely new sources of value.
The technology company shows how this collaboration can produce results. The COO of the business took the lead in identifying the transformation opportunity and developing it so that it met operational requirements. The CIO’s involvement expanded the vision of what was possible, such as by finding new opportunities to adapt enterprise-wide gen AI investments for the specific data needs of creating statements of work. Along the way, the CIO’s team became more agile in working with the operations team so that the entire project could meet milestones.
COOs already know that dozens of narrow gen AI use cases are unlikely to add up to lasting operational improvement. Instead, gen AI’s potential comes from how it helps leaders rethink entire value chains. This is at the heart of the COO’s role, and its future.
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