In tourism, crises are a bit like trouble—like the saying goes, they come in swarms, a notion attributed to Jacques Chirac.
Bus operators, like other sectors, are currently facing several crises that are colliding with one another. According to the FNTV 2025-2026 activity report, the year 2025 was already a tense one.
After two years of growth, activity slowed down due to the political context and economic uncertainty.
And 2026 looks set to be even tougher. In mid-April, BlaBlaCar announced the closure of its subsidiary dedicated to Cars Macron, while bus operators have just acquired vehicles to operate routes served by the company, as Ingrid Mareschal, the FNTV’s general delegate, told us.
For its president, Jean-Sébastien Barrault, 2026 is now the year of the energy crisis.
“We are no longer in a growth-driven dynamic, but once again confronted by an energy crisis following the conflict in the Middle East. Moreover, the sector must now cope with vehicle delivery difficulties.
Global demand is strong, European production capacities have diminished, and manufacturers are struggling to secure spare parts.
On top of that, tax increases are piling up. Business leaders are adapting, but the accumulation of hurdles weighs on their morale“, he explained in this 40-page document.
Bus operators, like other sectors, are currently facing several crises that are colliding with one another. According to the FNTV 2025-2026 activity report, the year 2025 was already a tense one.
After two years of growth, activity slowed down due to the political context and economic uncertainty.
And 2026 looks set to be even tougher. In mid-April, BlaBlaCar announced the closure of its subsidiary dedicated to Cars Macron, while bus operators have just acquired vehicles to operate routes served by the company, as Ingrid Mareschal, the FNTV’s general delegate, told us.
For its president, Jean-Sébastien Barrault, 2026 is now the year of the energy crisis.
“We are no longer in a growth-driven dynamic, but once again confronted by an energy crisis following the conflict in the Middle East. Moreover, the sector must now cope with vehicle delivery difficulties.
Global demand is strong, European production capacities have diminished, and manufacturers are struggling to secure spare parts.
On top of that, tax increases are piling up. Business leaders are adapting, but the accumulation of hurdles weighs on their morale“, he explained in this 40-page document.
“Doing more with less should not be a slogan, but a method,” says the FNTV
In light of this assessment, the union emphasizes its full mobilization to its members.
Moreover, part of the sector also has to contend with a cut in public expenditure, while activity is sometimes subsidized, as is the case for urban or school transportation.
“Our challenges are immense: to succeed in the energy transition, to expand the offering, and to spark a genuine desire for coach travel to persuade more users to leave their car.
All of this within a tight budgetary context, where public money is becoming scarcer, against a backdrop of generalized cost increases, especially of fuels.
Doing more with less must not be a slogan, but a method“, continues the union president.
According to him, it is time to secure longer contracts and a more collaborative approach that would allow bus operators to project themselves into the long term.
They would thus be better positioned to invest in a newer, more environmentally friendly fleet.
“A proactive rather than punitive approach can help optimize our fares rather than embedding penalties in the prices, which mechanically raise our offers.
In other words, solid contractual practices can enable greater influence, faster decarbonization, and control of public expenditure. Our clear objective is to defend modern, safe, and accessible coach mobility.
But to succeed, we need a stable, coherent, and ambitious framework“, concludes Jean-Sébastien Barrault.
Moreover, part of the sector also has to contend with a cut in public expenditure, while activity is sometimes subsidized, as is the case for urban or school transportation.
“Our challenges are immense: to succeed in the energy transition, to expand the offering, and to spark a genuine desire for coach travel to persuade more users to leave their car.
All of this within a tight budgetary context, where public money is becoming scarcer, against a backdrop of generalized cost increases, especially of fuels.
Doing more with less must not be a slogan, but a method“, continues the union president.
According to him, it is time to secure longer contracts and a more collaborative approach that would allow bus operators to project themselves into the long term.
They would thus be better positioned to invest in a newer, more environmentally friendly fleet.
“A proactive rather than punitive approach can help optimize our fares rather than embedding penalties in the prices, which mechanically raise our offers.
In other words, solid contractual practices can enable greater influence, faster decarbonization, and control of public expenditure. Our clear objective is to defend modern, safe, and accessible coach mobility.
But to succeed, we need a stable, coherent, and ambitious framework“, concludes Jean-Sébastien Barrault.
The FNTV welcomes the Ambition France Transports conference
Among the positive achievements of 2025, the Ambition France Transports conference stands out.
It enabled the drafting of a framework law on transport development, presented to the Council of Ministers on February 11, 2026. It established a framework offering financial prospects and clarified governance for road passenger terminals.
Moreover, the famous Cars Macron, celebrating their 10th anniversary at the time, surpassed their pre-crisis activity level.
“”They have undoubtedly earned their place in the mobility offer, but their development will depend on upgrading infrastructure, especially road stations.
By tackling this issue head-on, one can hope that the law resulting from the Ambition France Transports conference will give a boost to the ‘Cars Macron’,” explained the union president.
He also mentioned a reduced tension in employment, particularly for drivers, even though the balance remains fragile. The average age of drivers exceeds 50 years. A significant renewal will therefore need to be undertaken in the coming years.
A substantial effort to rejuvenate and modernize the profession remains to be pursued.
It enabled the drafting of a framework law on transport development, presented to the Council of Ministers on February 11, 2026. It established a framework offering financial prospects and clarified governance for road passenger terminals.
Moreover, the famous Cars Macron, celebrating their 10th anniversary at the time, surpassed their pre-crisis activity level.
“”They have undoubtedly earned their place in the mobility offer, but their development will depend on upgrading infrastructure, especially road stations.
By tackling this issue head-on, one can hope that the law resulting from the Ambition France Transports conference will give a boost to the ‘Cars Macron’,” explained the union president.
He also mentioned a reduced tension in employment, particularly for drivers, even though the balance remains fragile. The average age of drivers exceeds 50 years. A significant renewal will therefore need to be undertaken in the coming years.
A substantial effort to rejuvenate and modernize the profession remains to be pursued.
Voyages Guilloux: The Coach Operator Building a Network of Travel Agencies in 2026
He was a high-level athlete, even earning national and international medals in judo.
Beyond his physique, that of a top-level athlete who competed in the under-100-kilogram category, Adrien Guilloux makes tourism professionals take notice with his authentic, no-nonsense speech.
But that’s not all, because the proud representative of the 3rd generation of Guilloux at the helm of the coach operator has decided to leave his mark on his mandate.
He has chosen to follow the successes of his competitors, such as Borini, Voyages Bentz, VIC Transport or Fouché Travel, who recently invested in distribution by opening or acquiring travel agencies.
“We run the family business with my brother and one of my cousins.
I am the president of a new company called Voyages Guilloux, founded in October 2025, which gathers the activity of travel agencies, groups and business tourism.
It should be noted that distribution activity is new for us, as it dates from January 2026. We used to sell air travel that was resold by tour operators and group organizers, we were not in control of our distribution.
Then, at the beginning of the year, we opened our own travel agencies“, recounts Adrien Guilloux.
Beyond his physique, that of a top-level athlete who competed in the under-100-kilogram category, Adrien Guilloux makes tourism professionals take notice with his authentic, no-nonsense speech.
But that’s not all, because the proud representative of the 3rd generation of Guilloux at the helm of the coach operator has decided to leave his mark on his mandate.
He has chosen to follow the successes of his competitors, such as Borini, Voyages Bentz, VIC Transport or Fouché Travel, who recently invested in distribution by opening or acquiring travel agencies.
“We run the family business with my brother and one of my cousins.
I am the president of a new company called Voyages Guilloux, founded in October 2025, which gathers the activity of travel agencies, groups and business tourism.
It should be noted that distribution activity is new for us, as it dates from January 2026. We used to sell air travel that was resold by tour operators and group organizers, we were not in control of our distribution.
Then, at the beginning of the year, we opened our own travel agencies“, recounts Adrien Guilloux.
Voyages Guilloux: A Mini-Network Under Construction
And while brochures have always been part of the major appointments for the coach operator, he never fully embraced this travel distribution activity.
Then the handover from the 2nd to the 3rd generation also provided an occasion to make a statement.
“We already had plenty of requests.
With my brother and my cousin, we took the helm of the company after Covid, in 2022. We have massively expanded the entire transport side; we now had to do the same for tourism.
We had attempted to take over the Jacqueson agencies, located 200 meters from our headquarters. It didn’t happen, but that didn’t change our ambition“, explains the manager.
Thus, instead of starting from an existing mini-network, the three thirty-somethings decided to start from scratch.
There was indeed the sales point in Rethel, in the Ardennes, housed at the company’s headquarters, which for thirty years had been selling groups to CSEs, local travel agencies, and GIRs, but not leisure in BtoC.
This was followed by the openings in Vitry-les-Reims and Châlons-en-Champagne.
“We have been Havas Voyages franchisees for means since last January.
In fact, we already had a tourism activity with our groups that kept growing. It rose from 800,000 to 6 million euros since 2021. We want now, with our agencies, to continue and consolidate this development.
Our primary objective is to sustain what has been put in place, because we opened them almost in the thick of a crisis. For the moment, things are going rather well.
Then, later, we want to widen the network, i.e., open more. We are not inclined to be everywhere in France, only in our home basin.
We would like to develop tour-operator sales and bespoke travel, because we now have a small team that knows this business“, states the young boss, setting the course.
A positive dynamic that enabled more than 12,000 people to travel in 2025.
Then the handover from the 2nd to the 3rd generation also provided an occasion to make a statement.
“We already had plenty of requests.
With my brother and my cousin, we took the helm of the company after Covid, in 2022. We have massively expanded the entire transport side; we now had to do the same for tourism.
We had attempted to take over the Jacqueson agencies, located 200 meters from our headquarters. It didn’t happen, but that didn’t change our ambition“, explains the manager.
Thus, instead of starting from an existing mini-network, the three thirty-somethings decided to start from scratch.
There was indeed the sales point in Rethel, in the Ardennes, housed at the company’s headquarters, which for thirty years had been selling groups to CSEs, local travel agencies, and GIRs, but not leisure in BtoC.
This was followed by the openings in Vitry-les-Reims and Châlons-en-Champagne.
“We have been Havas Voyages franchisees for means since last January.
In fact, we already had a tourism activity with our groups that kept growing. It rose from 800,000 to 6 million euros since 2021. We want now, with our agencies, to continue and consolidate this development.
Our primary objective is to sustain what has been put in place, because we opened them almost in the thick of a crisis. For the moment, things are going rather well.
Then, later, we want to widen the network, i.e., open more. We are not inclined to be everywhere in France, only in our home basin.
We would like to develop tour-operator sales and bespoke travel, because we now have a small team that knows this business“, states the young boss, setting the course.
A positive dynamic that enabled more than 12,000 people to travel in 2025.
Voyages Guilloux: “We Visited Richou Voyages, Salaün and Buchard”
There are now four people, in addition to management, ensuring the operation of this new entity and the travel agencies.
And before looking further to potential openings, Adrien Guilloux must digest this launch, especially in a context of traveler psychological crisis and geopolitical tensions.
But then, how do you launch a new activity in 2026?
“The coaches, we know how to fill them.
It is interesting to explore a new field; it is stimulating for the teams and the management. We work with the Havas Voyages cooperative and use its services, but our brand remains under our own name.
To tell you the truth, we have followed the advice of Richou Voyages.
We visited their offices to understand the system they have put in place and to ensure this development. Moreover, we visited many sector companies before launching.
We visited colleagues, such as Salaün or Buchard Autocars, in Switzerland. We targeted family-owned companies that have done well in this activity, to learn their strengths and weaknesses“, continues the president of Voyages Guilloux.
It’s not industrial espionage, but study trips to gain experience and make the right decisions.
Which shows that the big family of tourism or at least the coach operators still exists, even in 2026.
Moreover, the visit to their Swiss peer and in Brittany helped forge contacts and open doors to collaborate.
The choice of premises, like for some historic coach operators, to house the new agencies adheres to a set of criteria.
And before looking further to potential openings, Adrien Guilloux must digest this launch, especially in a context of traveler psychological crisis and geopolitical tensions.
But then, how do you launch a new activity in 2026?
“The coaches, we know how to fill them.
It is interesting to explore a new field; it is stimulating for the teams and the management. We work with the Havas Voyages cooperative and use its services, but our brand remains under our own name.
To tell you the truth, we have followed the advice of Richou Voyages.
We visited their offices to understand the system they have put in place and to ensure this development. Moreover, we visited many sector companies before launching.
We visited colleagues, such as Salaün or Buchard Autocars, in Switzerland. We targeted family-owned companies that have done well in this activity, to learn their strengths and weaknesses“, continues the president of Voyages Guilloux.
It’s not industrial espionage, but study trips to gain experience and make the right decisions.
Which shows that the big family of tourism or at least the coach operators still exists, even in 2026.
Moreover, the visit to their Swiss peer and in Brittany helped forge contacts and open doors to collaborate.
The choice of premises, like for some historic coach operators, to house the new agencies adheres to a set of criteria.
They are located on the outskirts of major cities to benefit from easy access and a closed parking lot that allows boarding of clients heading to local airports or directly onto the company buses for departures.
Voyages Guilloux: “We Took a Mimetism Approach”
“Like in top-level sports, we mimicked, looking at what was being done best elsewhere and reproduced it in our own way.
We structured our teams to face this growth. We created the company and staffed it accordingly, then we rely on seasoned teams and on Aurélien Garnotel, our head of sales.
I think we are a company with values. We did not attend business school; we have the values our parents and top-level sport instilled in us.
We set targets, fight to achieve them, and we stand united“, explains the one who is also president of a professional judo club in his region.
And if he took the family business forward after Covid, Adrien Guilloux has juggled for years his work in his parents’ company and his judo career.
Like his brother, he has roamed the dojos of France and abroad to pursue his dream of glory on the tatamis. That dream ended in 2019. The transition therefore happened quite naturally.
“We have grown up in it since we were little. We used to clean the coaches when we were young children. Then I officially joined the company at 21 years old, so that’s 16 years now.
I used to be a driver for many years; I still help out when needed.
In the past, we didn’t have the time to take over the company or to invest 100% due to our careers, but we were involved and observing.
We were able to be high-level athletes thanks to the family business, because we couldn’t really live off that passion“, he thanks.
We structured our teams to face this growth. We created the company and staffed it accordingly, then we rely on seasoned teams and on Aurélien Garnotel, our head of sales.
I think we are a company with values. We did not attend business school; we have the values our parents and top-level sport instilled in us.
We set targets, fight to achieve them, and we stand united“, explains the one who is also president of a professional judo club in his region.
And if he took the family business forward after Covid, Adrien Guilloux has juggled for years his work in his parents’ company and his judo career.
Like his brother, he has roamed the dojos of France and abroad to pursue his dream of glory on the tatamis. That dream ended in 2019. The transition therefore happened quite naturally.
“We have grown up in it since we were little. We used to clean the coaches when we were young children. Then I officially joined the company at 21 years old, so that’s 16 years now.
I used to be a driver for many years; I still help out when needed.
In the past, we didn’t have the time to take over the company or to invest 100% due to our careers, but we were involved and observing.
We were able to be high-level athletes thanks to the family business, because we couldn’t really live off that passion“, he thanks.
Voyages Guilloux: Revenue Has Been Multiplied by Six Since 2020
And like any sports enthusiast, Adrien Guilloux loves a challenge.
The coach operator, specializing in leisure travel, does not serve any scheduled routes. It employs about forty staff and 18 coaches, plus a few shuttles. It isn’t a sector giant, but it is a locally significant business.
“It is somewhat rarer to be oriented solely toward tourism in 2026.
Afterwards, we carried out major operations, such as with France Judo and the Paris Grand Slam, or the 1,800 surgeons of France who went four days to Belgium to demonstrate.
We have experienced very strong growth in recent years. We have gone from six coaches in 2020 to 18 today, and turnover has been multiplied by six.
We first need to structure to absorb this growth, which has been made possible because the company has been well managed“, he notes.
Three new vehicles have been delivered in recent days. In this sector, many players faced difficulties during the health crisis. Nevertheless, many remain ambitious, notably by opening travel agencies.
And as with peers, this is primarily a family story. The company, which began as a driving school, was created in 1959 by their grandparents, before becoming a training school for all permits. They bought their first touring coach in 1983.
The second generation developed language trips and group tours, thanks to Adrien’s father, uncle and aunt.
“My grandmother stopped working at 85, just four years ago. My father still handles quotes and still drives, my uncle oversees training for heavy vehicles, and my aunt is at the driving school.
It isn’t easy; you have to fight, but when it was time to restart after Covid, the cash flow was there. We were able to restart stronger.
We were born under a lucky star. The generation before us did a good job, managed the business as a family, and we will strive to do the same“”, concludes Adrien Guilloux.
The coach operator, specializing in leisure travel, does not serve any scheduled routes. It employs about forty staff and 18 coaches, plus a few shuttles. It isn’t a sector giant, but it is a locally significant business.
“It is somewhat rarer to be oriented solely toward tourism in 2026.
Afterwards, we carried out major operations, such as with France Judo and the Paris Grand Slam, or the 1,800 surgeons of France who went four days to Belgium to demonstrate.
We have experienced very strong growth in recent years. We have gone from six coaches in 2020 to 18 today, and turnover has been multiplied by six.
We first need to structure to absorb this growth, which has been made possible because the company has been well managed“, he notes.
Three new vehicles have been delivered in recent days. In this sector, many players faced difficulties during the health crisis. Nevertheless, many remain ambitious, notably by opening travel agencies.
And as with peers, this is primarily a family story. The company, which began as a driving school, was created in 1959 by their grandparents, before becoming a training school for all permits. They bought their first touring coach in 1983.
The second generation developed language trips and group tours, thanks to Adrien’s father, uncle and aunt.
“My grandmother stopped working at 85, just four years ago. My father still handles quotes and still drives, my uncle oversees training for heavy vehicles, and my aunt is at the driving school.
It isn’t easy; you have to fight, but when it was time to restart after Covid, the cash flow was there. We were able to restart stronger.
We were born under a lucky star. The generation before us did a good job, managed the business as a family, and we will strive to do the same“”, concludes Adrien Guilloux.
