E-invoicing: No Penalties for Any Business in 2026


Facturation électronique : "une réforme de simplification de la vie des entreprises" - Depositphotos.com, image modifiée avec l'IA

MSC Croisières


The countdown is underway, and the ticking of the clock grows heavy and oppressive in the headquarters of tourism companies.

If Laurent Abitbol, president of Marietton Développement, recently told us that two people work full-time for two years on implementing electronic invoicing, that is not the case everywhere else.

According to many executives interviewed, whether in tourism or, more broadly, outside of it, nobody is ready.

Far from a back‑of‑the‑envelope analysis, this is a real reality. According to the latest Generix barometer published with Exaegis, while nearly 90% of large enterprises claimed to be ready on July 1, 48.5% of French companies had not yet begun implementing the project.

And these figures also appear on the side of the Treasury (Bercy), which held a briefing on the topic, mainly to defuse the discontent surrounding the cybersecurity risk posed by the reform.

Among the companies that report VAT in 2026, i.e., 4 million entities in France, as of August 23, 2026, 58% of them were registered in the directory with their platform. This rate was 55% the previous week.

We are talking here about the core targets, the priority companies. The rate of registrations is advancing by several percentage points per week, so it is moving fast, says a member of the office of David Amiel, the Minister of Action and Public Accounts.


Electronic invoicing : “no penalties for any company”

In a few days, it will therefore be essential to have chosen a platform approved by the State that will aim to issue, “transmit and receive invoices in electronic format and extract the data useful to the administration but also receive and transmit transaction and payment data,” as explained on the government site.

This figure of 4 million must be weighed against the 11 million businesses present in France that should be VAT-liable, but are not all, for tax reasons.

Among them, there are many shells or operators that are no longer active, but also, undoubtedly, data quality issues. This includes many auto-entrepreneurs, small private real estate companies, SCI, etc. They are in practice less critical in implementing the reform. We are giving them more time and that makes sense. At this stage, more than 30% of these enterprises are registered in the directory with their platform, which is very satisfactory“, continues our interlocutor.

It would thus appear that after a slight ignition delay, the leaders have indeed started the forward march.

However, this reform is arriving at perhaps the worst moment, after repeated hacks of public bodies, including the DGFiP, which has triggered a large number of comments and fears.

This is not all, because it also takes place in a deteriorating economic context. The latest barometer published by Altarès clearly shows that our country is experiencing major difficulties, with a bleeding rate of business failures that the government is struggling to curb.

According to the association’s Entrepreneur Employment Observatory, the number of job losses is at its highest in the first half of 2026, with an increase of nearly 7% compared to the same period last year.

In these conditions, Bercy has chosen to play down the rollout of electronic invoicing. “September 1 is not a cut‑off date. It is not the landing of the reform, but its takeoff, its start. Thus, this date marks the first step of the reform, the second major one being September 2027.
A logical consequence of that, which also follows all the exchanges the minister has had in spring and summer with many professional federations, is to say that in 2026 there will be no penalties for any company.
The administration will take a supportive stance toward the reform
“, continues the office of David Amiel.


Electronic invoicing : “a reform to simplify the life of businesses”

And while Bercy had, for a while, asserted that this flexibility would apply only to structures that had shown a start toward compliance, this time the Ministry of Economy has been clearer.

Even companies that have taken no steps, and have not yet looked into electronic invoicing, will not face penalties, at least in 2026.

Leaders can breathe easy; they still have a few months ahead. Nevertheless, and as Laurent Abitbol told us, electronic invoicing, though heavy and costly in the short term, will bring benefits in the long run.

To read: Electronic invoicing: everything you need to know!

That is also the message the minister’s entourage wanted to convey. “We are talking about a structural reform, a deep modernization reform, a reform of competitiveness and simplification of business life.

The first beneficiaries of this reform are the companies. For them, it’s time saved, money saved, in many administrative processes related to invoicing, which can even poison their daily lives in their dealings with other private actors and with the tax administration.

Once the after-sales service closes, and reassuring messages are sent, the David Amiel office recalled several points about cybersecurity.

About two weeks ago, the DGFiP was hacked in a major, historic attack.

The requirements imposed on approved platforms are the highest in Europe, especially when compared with the two major countries that preceded us in implementing electronic invoicing, namely Italy and Belgium.

We imposed on them the ISO 27001 cybersecurity standard, but also hosting data under the SecNumCloud label, the reference qualification issued by the ANSSI, the National Agency for the Security of Information Systems.

This label imposes not only very strong security standards but also covers legal risks related to extraterritoriality
“, the team clarifies.


“We will not hesitate to suspend a platform whose security is unsatisfactory”

In the face of the explosion of cyberattacks targeting both private and public entities, it is essential to ensure that the sensitive data that will transit through the platforms is secured to the utmost.

The government has therefore imposed prerequisites that will be checked to make sure these actors are taking the necessary steps to protect invoices and information.

“To earn the trust of businesses and the French people, proof must be provided continuously that the requirements we have imposed are respected.

In order to monitor their implementation and ensure it works, platforms were asked to provide a post-production tracking point to the administration on the cyber aspect by the end of September.

The minister also indicated that intrusion tests would be generalized in the fall, as the ultimate proof within the ISO 27001 certification framework.

The administration will not tremble before suspending the operations of a platform whose security level is deemed unsatisfactory“, the minister of Action and Public Accounts’ office states firmly.

Reading that last sentence, sector leaders should not panic.

According to our contact, suspensions or any problem affecting a platform have been anticipated. Backup and portability systems have been planned for companies that would need to switch providers.

In addition, regarding the technical components implemented directly by the administration, Bercy has stated that several intrusion tests have already been performed and that more would follow.

The infrastructures have also been subjected to bug bounty tests, during which hackers push the installations to their limits to identify vulnerabilities, bugs, or underdoors.


Romain Pommier Publié par Romain Pommier Journaliste – TourMaG.com
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Business Travel: Paris Region Confirms Global Leadership


Paris Île-de-France conserve une position de premier plan sur le marché du tourisme d’affaires - Depositphotos.com, Funtap

Hurtigruten


Despite economic and geopolitical uncertainties, business tourism in Île-de-France is showing solid indicators.

The CCI Paris Île-de-France has just published its 2026 assessment focused on the activity of the region’s main exhibition parks and convention centers.

With 24 major sites representing nearly 700,000 m² of covered exhibition space, Paris Île-de-France offers the leading European supply of infrastructures dedicated to professional encounters.


362 trade shows and 7 million visitors in 2025

In 2025, the 24 main Île-de-France sites hosted 362 trade shows, drawing together 100,487 exhibiting companies and 7 million visitors.

According to the CCI, these events generated 4.1 billion euros in economic impact for the Île-de-France region. Exchanges between exhibitors and visitors, meanwhile, accounted for 18.2 billion euros in turnover.

Beyond trade shows, congress activity also contributes to the economic weight of the business tourism sector in the region. Paris thus rose to the second place in the ICCA ranking of cities hosting the most international congresses in 2025.

Throughout the year, the capital and its region hosted 1,200 congresses, for a total of 716,195 delegates. International visitors represented 18.6% of participants. This activity generated 942 million euros in economic impact, according to data released by the CCI Paris Île-de-France.

Île-de-France infrastructures are not limited to trade shows and congresses. In 2025, they also hosted 1,204 other events, including corporate events, shows, cultural and sporting gatherings, examinations, training sessions and other meetings.

These events brought together 2.5 million participants. Overall, this confirms the sector’s weight in the regional tourism economy, particularly for hotels, dining, retail and transportation.


Major professional events support activity in 2026

The first available indicators for 2026 remain favorable, notably in the international congress segment.

More than 10 major international congresses, each drawing over 5,000 participants, are scheduled or have taken place this year. Among them are notably JFHOD, EuroPCR, ISTH, SFO, IPEM and the congress of ADF, as well as the congress of the French Society of Rheumatology.

The trade show sector also continued its progression in the first half of 2026. Several large-scale events helped sustain this dynamic, among them Wine Paris, VivaTech, Eurosatory, JEC World, Global Industrie, Who’s Next and Paris Packaging Week.

The trend is nonetheless less uniform on the consumer/public events side. The CCI reports more nuanced attendance results, despite growth in the number of exhibitors and net occupied space compared with the previous year.


A calendar already favorable for 2027

The prospects remain positive for 2027 as well, with several major international events already scheduled, including IMCAS, JEPU and COGI.

For Dominique Restino, president of CCI Paris Île-de-France, the sector’s results testify to its economic weight for the region.

Trade shows, congresses and professional events generate billions of euros in economic spillovers,” he notes, also highlighting their contribution to employment and the international visibility of Île-de-France.


Amelia Brille Published by Amelia Brille TourMaG.com Editor
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Business Travel: Fewer Trips, Yet Greater Strategic Stakes Than Ever


Voyage d'affaires : moins de déplacements, mais des enjeux plus stratégiques que jamais - Depositphotos.com, Milkos

Costa Rica


À l’heure où le travail hybride a profondément rebattu les cartes des déplacements professionnels, le voyage d’affaires résiste et se réinvente.

Selon le rapport mondial de FCM Consulting, le taux d’occupation des hôtels dans les principaux marchés d’affaires a ainsi atteint 73,7% au niveau mondial en 2025, en hausse de 1,3 point par rapport à l’année précédente.

Dans plusieurs destinations, la progression est encore plus marquée : Sydney affiche 81,5% (+4 points), Singapour 79,2% (+2 points), tandis que Tokyo (82,9%) et Londres (82%) s’imposent parmi les marchés les plus actifs.

Au milieu de ce paysage en plein essor, la France se détache et devient la championne mondiale du tourisme d’affaires entrant, avec une hausse de 53% des visites professionnelles internationales en un an, soit 11,6 millions de voyageurs supplémentaires.

Cette reprise reflète un changement structurel des pratiques. Le travail hybride n’a pas mis au fin aux déplacements professionnels, mais il a contribué à les recentrer sur l’essentiel : relation client, développement commercial, gestion de projets, événements.

Les réunions internes de routine, autrefois grandes pourvoyeuses de voyages, ont fortement diminué. Les entreprises privilégient désormais les voyages liés à la relation client, au développement commercial, à la gestion de projets ou aux événements professionnels.

Résultat : 77% des entreprises estiment désormais que les réunions en présentiel restent essentielles à l’atteinte de leurs objectifs.


Des programmes hôteliers à repenser de fond en comble

If demand is picking up again, hotel programs for companies, however, have not always kept pace.

According to FCM Consulting, many have evolved through successive adjustments without a comprehensive rethink of their overall operating model: suppliers changed, policies tweaked, yet the overarching architecture remained largely intact.

The report illustrates its point with the case of a large international group whose program was completely revamped. Following an audit of spend and booking practices, 545 hotels were contracted under a global tender, expanding the program’s coverage to 80%.

At stake are €5 million in savings versus market rates, and an additional potential reduction of €2.4 million identified.

The report also highlights an underutilized lever: hotel loyalty programs. Complimentary breakfast, lounge access, upgrades—these benefits can enhance the traveler experience without incurring extra costs for the company, and promote adherence to the travel policy.

The resistance linked to loyalty status is often underestimated during a program change“, notes Rachel Newns, Global Hotel Practice Lead at FCM Consulting. “If not addressed early enough, it can undermine procurement decisions that are otherwise well founded.”

To read: FCM Consulting launches an index to measure the value of business travel

Business Travel: GolfDay Invites Professionals on August 25


Le GolfDay du voyage d'affaires se tiendra au Golf de Fourqueux le 25 août 2026 - Photo S4BT

Costa Rica


The fourth edition of GolfDay for business travel will be held on August 25, 2026 at the Fourqueux Golf Club. Organized by S4BT – Solutions for Business Travel, the event will bring together players in business travel for a day that blends sporting competition, an introduction to golf, and professional networking.

According to the organizers, this new edition already attracts strong interest, with many registrations recorded several weeks before the event. Registrations remain open subject to availability.

The goal of GolfDay is to foster exchanges in an informal setting, prior to the resumption of activity.


The program will begin at 7:45 a.m. with a welcome coffee, before the competition kicks off at 9:00 a.m. Participants wishing to explore the discipline can take part in an initiation supervised by professionals starting at 11:30 a.m.

All guests will then reconvene around a networking lunch at 2:00 p.m., followed by the prize-giving.

The competition is open to industry professionals holding a valid FFGolf license. Non-golfers can participate in the initiation before joining the other participants for the networking sessions and the closing ceremony.

“GolfDay has become a true gathering moment for the players in business travel. It is an opportunity to meet differently, to take the time to exchange before the back-to-school rush, to create new connections and to share a convivial moment before the resumption. The enthusiasm for this fourth edition is already on track.

We are looking forward to welcoming you on August 25, 2026 on the Fourqueux greens to experience together a wonderful day, blending business, good humor… and, of course, a few fine swings!”
, says Rebecca Xerri, Global Chief Marketing Officer of S4BT.

Business Travel: Under-35s Travel More Than Older Adults


Les jeunes actifs redonnent une place centrale aux voyages d’affaires - Depositphotos.com, Rawpixel

Costa Rica


Business travel still has plenty of life left.

According to a study conducted by CSA for Navan, published on July 15, 2026, 71% of French workers consider business trips to be an important, or even essential, part of their professional life.

Over the past twelve months, 51% of those surveyed travelled for work, whether regularly or occasionally.

But behind this average lie strong generational differences.

The under-35s are notably more likely to travel for professional reasons: 64% of them say they did so in the past year, compared with only 38% of workers aged 50 and older.

Contrary to some common beliefs, the most connected generation is not the one least attached to physical exchanges. On the contrary, 86% of those under 35 believe that business travel helps strengthen working relationships and corporate culture. A figure that drops to 64% among professionals aged 50 and over.

Trade shows are the primary reason for travel for the entire group of respondents, cited by 44% of them. Team events, like seminars, come next with 38% of responses.

This perception also translates into future prospects. Only 25% of under-35s anticipate a decrease in business travel in the coming years, compared with 37% of workers aged 50 and over.


The “bleisure” trend more deeply rooted among under-35s

Another notable difference between generations is how they extend business trips with personal activities.

Among those who travel for their job, 65% of under-35s report having already combined business travel with leisure by lengthening their stay, often or occasionally. This practice affects only 24% of travelers aged 50 and over.

The desire is strong among young professionals who have not yet had the chance to do so. 77% of under-35s say they would be ready to take advantage of such an opportunity if it presents itself.

The choice of accommodation also reflects evolving practices. While hotels remain the preferred option, particularly for 45% of business travelers, alternatives are gaining ground among the younger minds.

18% of those under 35 thus state a preference for renting a local lodging via an online platform for a multi-day stay, compared with 14% on average among all professionals.


The train favored by older professionals

The choice of transport mode reveals, however, an unexpected result.

With comparable duration and cost, the train is more preferred by professionals aged 50 and above: 60% choose it, compared to 52% of those under 35.

This difference does not mean that younger professionals are less sensitive to efficiency or environmental impact. They place more importance on the possibility of working during the trip. 39% of them cite this argument to justify their transport choice, versus 28% among those 50 and older.

Time management before a flight also illustrates different behaviors. 14% of those under 35 report arriving less than an hour before their plane departs, versus 7% of professionals aged 50 and older.

When organizing a business trip, professionals weigh up gains in time, comfort and flexibility.

Overall, 52% of travelers prefer saving time, even at the expense of comfort. Conversely, 40% prefer traveling in better conditions, even if it lengthens the journey.

The under-35s stand out for their pursuit of flexibility. Refundable and adaptable tickets are an important criterion for 46% of them, vs 39% of professionals aged 50 and over.

For the latter group, time savings remain the main criterion, cited by 55% of respondents. This priority is even more pronounced among managers, at 60%.


Frustrations differ by generation

The organization of business travel remains generally well managed by professionals. 68% feel it does not present major difficulties. However, 22% still view the process as complex and consider administrative tasks a constraint.

Technological tools seem to help simplify these tasks: 75% of professionals polled feel they make organizing their travels easier, either in part or in full, a figure that rises to 82% among frequent travelers.

However, sources of frustration vary by age. Among those under 35, managing expense reports and receipts is the main difficulty, cited by 41% of them.

Internal processes are also more frequently pointed out: 33% encounter difficulties related to waiting for managerial approval, compared to 28% among those 50 and older. Booking changes are also more often mentioned by younger professionals, at 33% versus 22% for their elders.

For professionals aged 50 and over, travel-related unforeseen events constitute the primary source of frustration. Delays and cancellations are thus cited by 44% of them.


Amelia Brille Published by Amelia Brille TourMaG.com Editor
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Business Travelers’ Habits Still Drive Up Costs


Une étude menée par OpinionWay pour Cegid et Corporate Mobilities met en lumière l’impact des comportements des voyageurs professionnels sur les coûts - Depositphotos.com, peshkova

Costa Rica


Business travel policies do not always suffice to control costs.

This is one of the key findings of the 8th wave of the Observatory of Professional Travel, conducted by OpinionWay for Cegid and Corporate Mobilities with 505 business travelers.

The study analyzes 25 observed behaviors throughout the travel journey, from trip preparation to return.

It highlights a less visible portion of business travel costs: the costs linked to travellers’ habits, trade-offs, and routines.


Des pratiques qui peuvent générer des surcoûts

According to the study, between 20% and 50% of business travellers regularly adopt behaviours that could raise the cost of their trips.

The use of taxis and ride-hailing services is one of the main examples: 55% of respondents say they take a taxi or a ride-hailing service without checking available alternatives. Furthermore, 48% rely on an assistant to make a reservation when they could do it themselves.

The same proportion uses their company car even though other transport modes might be relevant.

Another observed behaviour: 43% of travellers add extra services to their initial booking. For Cegid and Corporate Mobilities, these practices do not necessarily reflect a desire to bypass rules or to spend more.

They would rather be linked to a combination of personal and organizational factors: habits, search for comfort or efficiency, but also rules deemed inappropriate, tools that are not user-friendly, and processes that are too complex.

While the study reveals a strong willingness to change behavior, a single rule is not sufficient to modify practices. It needs to be accompanied by simple, flexible and comprehensive tools“, notes Laurent Lassure, Product Marketing Manager for Cegid Notilus at Cegid.


Les politiques de mobilité durable plus efficaces que les règles contraignantes

The study also reveals a genuine willingness to change. Depending on the behaviours studied, between 68% and 90% of travellers say they are ready to modify their practices when they are not systematic or regular.

But this evolution depends on the environment provided by the company. The main levers identified are first organizational: rules better adapted to the activity’s constraints (27%), booking tools that are simpler and faster (26%), clearer rules (26%), and streamlined processes (25%). Travellers thus seem to expect more system evolution than a simple injunction to change their habits.

The study also compares the impact of different types of internal policies. Implementing an obligatory travel policy, based on highly structured rules and limited autonomy, improves behaviours, but only moderately.

According to the practices, the gain ranges from 5 to 16 points compared to organizations without a travel policy. In terms of using a taxi or a VTC when other alternatives exist, the improvement would be only 4.5 points.

The introduction of a formalized sustainable mobility policy, however, emerges as the most decisive factor of the study. It improves behaviors by 15 to 38 points depending on the observed practices compared to organizations that do not have one. For the authors, such a policy helps create a framework in which behavioral changes become more natural.


La voiture reste privilégiée par une majorité de voyageurs

The car remains central in professional travel.

More than half of those surveyed prefer their company or personal vehicle, even when other solutions could be relevant.

This raises questions about the alignment between mobility policies and corporate travel policies, as well as the degree of freedom given to employees in choosing their mode of transport.


Le pré-booking, un levier encore largement sous-exploité

The study also examines the different moments along a business trip. It identifies the preparation phase, or “pre-booking,” as one of the main optimization levers. At this stage, the cost of the trip remains largely modifiable, with a “changeability” estimated between 79% and 88%.

During the booking, the cost remains adjustable, but with less leeway, ranging between 68% and 90% depending on the studied behaviours.

Once the trip has started, the cost is largely committed and requires more structural transformations.

After the trip, it becomes visible through expenses and reporting data, but it is then too late to act on costs already incurred.

“It is precisely the pre-booking and its highest changeability on which organisations should focus first in a context where providers predominantly concentrate on the booking phase,” says Jérôme Fouque, cofounder of Corporate Mobilities.

The study thus concludes that action must be taken upstream of the trip. For companies, cost control would therefore not rely solely on stricter travel policies, but also on suitable tools, simplified processes, and a better integration of sustainable mobility considerations.


Booking Holdings Reorganizes Its B2B Business


Booking Holdings réorganise son activité B2B - Depositphotos.com  Auteur Primakov

CroisiEurope


According to Skift, Booking Holdings plans to create a new entity devoted to B2B.

The forthcoming structure will bring together the B2B teams of the three brands: Booking.com, Agoda and Priceline, in order to offer a unified proposal for partner businesses. The project is currently supervised by Omri Morgenshtern, Agoda’s chief executive, who had previously led the platform’s partnerships and B2B sales activities.

The American media outlet notes that this new organization will take the form of a genuine legal entity. The Booking Holdings teams are still working on the regulatory and HR aspects of this reorganization. At this stage, neither the head of this future entity nor its launch date has been announced.


Booking aims to ride Expedia’s success in B2B?

Still according to Skift, this reorganization comes a few weeks after the launch of BKNG Ads, a joint advertising platform allowing partners to access the audiences of Booking.com, Agoda and Priceline through a single entry point.

Among Booking Holdings’ B2B partners are notably Apple, Microsoft, Citi Travel, Air France-KLM, Lufthansa, Emirates, American Airlines and Southwest Airlines.

Skift recalls that Expedia Group, considered the worldwide leader in this market, posted in Q1 2026 a 25% increase in its B2B revenue, versus 8% for its consumer-facing activities.

Youth Hostels: Rethinking the Business Model


Auberges de jeunesse : un modèle économique fragile... - Crédit photo : Depositphotos @draghicich

IFTM TourMaG Party


The United Federation of Youth Hostels was due to celebrate its 70th anniversary this year.

Created in the wake of paid vacations and a France rebuilding itself, discovering leisure and its territories, the FUAJ operated about thirty establishments in France and employed 317 staff, until its liquidation with continued activity, announced on March 2.

After more than two months of uncertainty, the teams and the hostels now know more about the upcoming summer and their future.

The court designated the consortium formed by ONLE FAC Habitat and GSE to take over almost the entire network, with the exception of the establishments at Beaugency and Beaulieu-sur-Dordogne.

It is a relief, because there is no social upheaval.

99 % of the employees keep their jobs, the hostels are maintained and will be developed by a group that has a solid financial base, which we lacked. This is the best possible scenario that could have been chosen.

The buyers intend to continue the project, to develop it and to renovate the hostels.

And if such an actor steps forward, it is because, despite our weaknesses, we were not so bad at what we did and the product is interesting“, explains David Le Carré, the former general manager of the United Federation of Youth Hostels.


FUAJ: 10 million euros to secure the takeover

The sole shadow on the takeover is the 12 economically motivated layoffs at the headquarters.

That was the only offer proposing to take over 50% of the headquarters staff. We are dealing with a benevolent and humane actor“, he describes to us.

For those who do not know the group behind the takeover of the FUAJ, ONLE FAC Habitat is an association that belongs to SMERRA.

The student health mutual, created in 1970, developed by aggregating services for young French people, such as insurance and housing.

Before this takeover, it owned 12,000 student housing units distributed across 100 social residences located in numerous university towns in France.

With the United Federation of Youth Hostels, it will probably further diversify its activity.

We also find in the LOGIFAC dossier, another housing management entity owned by SMERRA.

We are dealing with an actor philosophically close to the spirit of the hostels.

How they are handling the file today makes me optimistic. They want to ensure the continuity of the network, while adopting a very humane and firm approach, meaning that they will focus on the business side, because they are putting more than 10 million euros on the table.

They naturally expect results, and that is perfectly normal,
” confirms David Le Carré.

For now, nothing is definitive as to the network’s use.


Youth Hostels: a fragile economic model…

The new owner of the thirty addresses has not specified whether they will remain entirely as youth hostels or if a portion of the network will be converted into student residences.

They are giving themselves three years to carry out the economic turnaround of the structure, which seems reasonable.

They will take the time to understand the network and how it operates before making decisions about possible changes in the use of the residences.

After that, I think they want to create bridges between their student-focused activity and hostel activity.


At least for 2026, they are pursuing a continuity of activity. Then, there will probably be things to do, with the transformation of some establishments into student residences
“, says David Le Carré.

Read: From the youth hostel to Generator: a whole history

The buyers did not disclose their strategy to the court. They emphasized above all that their primary objective was to ensure the network’s longevity and to prevent the disappearance of a historic actor.

This takeover on the stand is also an opportunity to reflect on the path traveled by the United Federation of Youth Hostels, but also on the relatively lively vitality of social tourism, abandoned by public actors.

When the person who is now the ex-general manager took command of the FUAJ, it was placed under court-ordered restructuring. It was 2018, and despite the work done, it never managed to recover.

The FUAJ began to lose money as early as 2005.

And at that time, the emergence of new-generation hostels with a higher-end positioning had not yet occurred.

We did not have the funds to transform the network and renovate. We relied on our own funds, which was not sustainable without banking partners.

It is crucial to understand how youth hostels operate, because the economic model is hard to sustain. It does not make a huge profit and every euro spent must be controlled,
sums up the leader.

Nevertheless, the arrival of The People, Jo&Joe, Meininger and Generator had an impact on the historic players, who faced a drained cash flow.


Auberges de jeunesse : The People, Jo&Joe, Meininger… ont fragilisé les acteurs associatifs

“The holiday villages face the same problems as those we encountered.

The arrival of profit-driven players, while we were an association, pushed the sector toward upgrading, thus toward investments, and therefore toward higher prices.

We forget all the primary missions of youth hostels.
I can tell you that establishments in their historic format, as we knew them, I do not know any that earn thousands. In fact, even these new players do not rake in much money.

I think what happened to us is far from trivial for others“, recounts the former DG.

Like social tourism actors, the federation had to face a shift in model and a withdrawal by the State.

Until last century, the model developed thanks to volunteering, very modest rents, government aid, and assisted contracts…

Then it tightened when it was necessary to hire, end volunteer work, while local authorities no longer provided premises for free or at low cost, and no longer contributed to investments.

If you do not have a financial, institutional actor or an investment fund backing you, you are left with nothing but your own eyes to cry on.

When the new players arrive with super nice, Instagrammable buildings, it quickly becomes difficult. In cities with high pressure, it becomes complicated.

Our business model meant that establishments in Paris, Lyon or Bordeaux funded Pontarlier, Pontivy, or other secondary towns.

If we want access to tourism for everyone, everywhere in France, then the carrying territories must finance those that are less so. But that was no longer possible.


We tried to work with Bpifrance, but the doors were closed. We fell into the boxes of its tourism accelerator program, but since we were in a continuation plan following our restructuring, it was not possible for them to fund us.

We faced the same fate with the Banque des Territoires and the Caisse des Dépôts. The actors who finance the profitable sector do not really fund social tourism
“, he reflects on the difficulties of the FUAJ.


Tourisme social : “The State supports the project philosophically, but no longer financially”

Just like Touristra in the aftermath of Covid, the United Federation of Youth Hostels will not have managed to reinvent itself, due to lack of financing.

This example is not merely a warning for this sector in particular, but another alert for social tourism, which experiences great difficulties in widespread indifference.

The State philosophically supports the project of the right to holidays for everyone, but it no longer does so financially.

Associations are left financially on their own.

I understand that the State has other priorities.

We have in the UNAT some very vocal people on this theme of public support, of affordable rents… but I fear it may be a lost cause given the current economic context in France
“, laments David Le Carré, who is among the people who will be laid off in a few days.

So it is the closing of a 70-year-old history book, and the opening of another, with more resources and the desire to safeguard the missions of social tourism.


War in the Middle East: A Tense Business Trip


De nombreux voyageurs d’affaires sont bloqués dans le Golfe, et en Asie, depuis le 28 février 2026, date de l’offensive américano-israélienne. @depositphotos/SIphotography

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The joint operation conducted by Israel and the United States, launched on Saturday, March 28 against Iran, has led to the closure of the airspaces of Israel, Qatar, the United Arab Emirates, Bahrain and Kuwait, in addition to Iran’s. This development has severely disrupted international air transport and, by extension, the tourism industry, including the business travel segment.

“There were a lot of calls over the weekend. Our 24/7 services were overwhelmed, recalls Valérie Sasset, Chief Executive Officer of BCD Travel France. And it continued on Monday and Tuesday with a huge volume of client calls.”

Some agencies had to handle particularly delicate situations. “We have hundreds of people stuck in Tel Aviv for a week and others in Asia. They cannot return to Marseille. For now, we are waiting”, explains Philippe Korcia, Chief Executive Officer of Voyages Eurafrique.

Because the Gulf air hubs are major crossroads of global air transport, notably for connections to Asia. “Many of our clients departing from Nice and Marseille transit through Dubai”, he adds.

For other industry players, the impact remains more measured. “The start of the week was a bit tricky, but it’s nothing compared with what our leisure-market colleagues are facing”, notes Maxime Pialat, CEO of Supertripper, whose some clients stranded in Doha or Dubai were able to be repatriated.


Detours, New Tickets, and Improvised Solutions

In response to these disruptions, travel agencies had to act quickly to identify alternative routes and options.

Some organized repatriations via diverted itineraries. “For those stranded near Dubai, we diverted them toward Oman”, explains Philippe Korcia.

Other travelers had to embark on new flights, sometimes at very high prices. “We had to buy back tickets, sometimes one-way at crazy rates. Some returns from Asia cost between 3,000 and 4,000 euros,” he notes.

These unforeseen expenses now raise questions about who bears them. “Will airlines reimburse the full price of unused tickets? And will insurance cover it, or will it be treated as a force majeure case?” ponders the head of Voyages Eurafrique.

At BCD Travel, whose clients are predominantly large accounts, crisis management often channels through other avenues. “Generally, the safety and security partners of major companies take charge of repatriation operations,” explains Valérie Sasset.

Also read: International SOS: no signs of short-term resolution to the conflict

Some agencies managed to limit the damage as well. “As soon as we learned of the conflict, we mobilized immediately,” emphasizes José Martinez, CEO of Amplitudes. “We managed to rehouse almost everyone.”

For Sylvie Perez, owner of Mop Voyages and regional delegate for Selectour Midi-Pyrénées, the corporate side remained relatively under control. “On Qatar-transited flights, we recorded several cancellations. Fortunately, since these were often flexible tickets, refunds were full and straightforward.”

Also read : Sylvie Perez (Mop Voyages): “Despite the uncertainty, our clients value our support”


Business Travel Already Postponed

Beyond immediate crisis management, professionals are already anticipating the consequences over the coming months.

“The situation is quite anxiety-inducing for people who have to travel, estimates Valérie Sasset. Some trips to Asia are likely to be postponed.”

In the immediate term, many business trips are simply rescheduled. “Unless it is absolutely urgent, business travelers do not want to risk getting stuck on the other side of the world,” explains José Martinez.

Besides logistical constraints, travelers’ mindset is also shifting. “It’s never good for business,” summarizes Maxime Pialat. Beyond travel, this situation worries the global economy.

For the moment, sector players remain cautious about the real extent of the impact. “We’re watching this like milk on the fire,” concludes Valérie Sasset. However, it is still too early to precisely gauge the consequences on activity.


Caroline Lelievre Published by Caroline Lelievre Journalist – TourMaG.com
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FCM Consulting Launches an Index to Measure the Value of Business Travel


FCM Consulting lance un index pour mesurer la valeur des voyages d’affaires - Depositphotos.com, ml12nan

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Facing rising pressure on costs and increasing performance demands, FCM Consulting unveils a new tool designed to quantify the value of business travel.

Named Travel Impact Index, it aims to help companies to evaluate more precisely the impact of their business travel programs.

In a context where top management expects measurable returns on investments, travel managers must now demonstrate that business travel contributes to the company’s overall performance.

Beyond their cost, these programs are increasingly analyzed in terms of their ability to generate value.

The Travel Impact Index thus offers a structured analytical framework, enabling an assessment of a travel program’s maturity across several criteria: governance, risk management, data visibility, supplier strategy and stakeholder engagement.

The tool rests on a series of questions designed to measure to what extent travel supports strategic objectives, while minimizing risks and guiding organizational transformations.


A broader approach beyond cost savings

With this index, FCM Consulting aims to go beyond a purely budgetary view of business travel.

The tool invites integrating indicators that are often less visible, such as reducing legal risks, improving the traveler experience, and the impact of travel on business performance.

For Jo Lloyd, Global Head of Customer Management and Consulting at FCM, travel management cannot be reduced to a simple cost-based logic.

Automation and access to data can give the impression that travel management boils down to a price question. In reality, the value lies in expertise, risk management and the decisions made behind each trip.


A decision-support lever for travel managers

According to FCM Consulting, if travel managers acknowledge the need to demonstrate the impact of their programs, discussions with executives are still largely focused on expenditures.

The Travel Impact Index’s objective is therefore to provide indicators aligned with decision-makers’ expectations.

If an organization understands the value of a travel program, it will invest in it. The Travel Impact Index helps travel managers present that value with indicators that speak to decision-makers“, concludes Jo Lloyd.


Amelia Brille Published by Amelia Brille TourMaG.com Editor
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