SNCF: Scorching Summer Costs €80 Million in Lost Revenue


SNCF : l’été caniculaire a coûté cher, avec 80 M€ de manque à gagner - Depositphotos.com Auteur Savvatexture

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The summer of 2026 put the French railway network to a rigorous test.

In its seasonal assessment, the SNCF group describes a summer that was “ out of the ordinary ”, marked by exceptional temperatures, fires, storms and heatwaves that affected the infrastructure.

In this context, ridership nevertheless remained high.

According to SNCF, nearly 30 million travelers rode the TGVs in France and Europe during the summer. Ridership remained broadly stable compared with summer 2025, though with developments that varied by destination.


The TERs carried 67.3 million travelers

The Alps notably recorded a 4 % rise in ridership, while the Occitan and Mediterranean coastal area grew by 5 %. By contrast, ridership declined by 2.7 % in the Southwest, mainly in Gironde.

The TERs carried 67.3 million travelers, i.e., 3 million more than in the summer of 2025. On the Intercités trains side, around 2 million travelers were carried, up 10 % year over year.


Another trend highlighted by the group: late bookings continue to rise. SNCF reports 4.5 million tickets purchased in the four days leading up to departure, i.e., a 2 % increase compared with 2025.

This high level of attendance was nevertheless accompanied by a deterioration in punctuality. SNCF notes that indicators were affected by heatwaves, fires and storms that hit the network during the summer.


The financial cost of disruptions amounts to 180 million euros since the start of the year

Intercités trains were particularly exposed to the consequences of climatic hazards. The SNCF reports 630 cancellations during the summer, of which 89 % were linked to weather conditions and the heat.

Heat and bad weather heavily strained the rail network, with 374 fire outbreaks recorded between June and August, as well as incidents related to thunderstorms.

Some services were also suspended preventively to avoid travellers being stranded on tracks in high heat.

Despite these disruptions, the group notes that a large portion of affected travelers were able to complete their journey on the planned day thanks to the measures in place. On the Paris-Clermont-Ferrand line, 90 % of customers thus completed their trip, versus 80 % on Bordeaux-Marseille and 85 % on Paris-Limoges-Toulouse. For night trains, 91 % of planned circulations could be ensured, compared with 99 % in 2025.


During the summer, SNCF specifies that 168,000 meal vouchers were distributed, as well as 1.5 million bottles of water.

The group indicates it handled 19,300 hotel rooms and mobilized 6,800 taxis to transport customers to their accommodations.

Furthermore, 1.9 million TGV customers were eligible for compensation for delays of more than 30 minutes.

The SNCF group estimates an 180 million euro loss of turnover since January 2026 due to climatic hazards, with 80 million euros recorded during the sole summer period.


SNCF aims to accelerate its climate-change adaptation plan

Beyond the summer 2026 bilan, the SNCF group presents this season as an accelerator for its climate-change adaptation plan.

In the short term, the group notably plans to better map areas exposed to heatwaves, fires, floods, or ground movements.

Preventive maintenance must also be strengthened on sensitive equipment, while spare parts stocks and supply chains must be secured.

SNCF also plans to bolster traveler information during climate episodes to better anticipate disruptions and facilitate the implementation of alternative solutions.

In the longer term, the group announces an adaptation plan covering four axes: making the network more resilient, adapting trains to extreme temperatures, protecting stations and maintenance centers, and better protecting staff and supporting travelers.

These adaptations will require substantial investments. SNCF Réseau estimates needs of 340 million euros per year to renew the catenaries, with that figure rising to 430 million euros per year from 2028.

The group also foresees 170 million euros by 2035 to adapt stations and heritage sites, 250 million euros for the buildings of the technicenters, and more than 400 million euros envisaged to adapt rolling stock to the effects of heat.

Business Travel: How Travel Managers Revisit Their Criteria to Cut Costs


Pour les travel managers, l'enjeu consiste désormais à dépasser la comparaison du seul prix du billet - Depositphotos.com, annas.stills.gmail.com

CroisiEurope


Business travel remains a major lever for companies.

According to the Global Business Travel Survey 2026 by SAP Concur, 97% of CFOs consider business travel important in achieving their organization’s objectives.

At the same time, 82% plan to increase their travel budget in 2026.

This momentum, however, takes place in a context of price pressure. Rising jet fuel costs, geopolitical tensions and higher aviation taxes complicate corporate budgeting decisions.

According to SAP Concur, 45% of CFOs and 40% of travel managers name inflation as one of the main threats to their travel program.


Total cost becomes a decision criterion

For travel managers, the challenge now is to go beyond simply comparing the ticket price.

The total cost of the trip includes ancillary charges, transfers, door-to-door duration, change conditions, and the actual time available for the employee.

This approach can notably shift the trade-off between train and plane. TGV INOUI fares rose by about 1% on average in 2026, according to data cited by SAP Concur.

On routes such as Paris–Lyon or Paris–Bordeaux, the choice of transport mode can thus be evaluated based on the full costs and the time involved.

This shift directly concerns corporate travel agencies and booking solution providers, who must be able to present comparable options to companies.


Travel policies are becoming increasingly structured

Travel policies are also evolving. 91% of travel managers report that their company’s approach has changed in the last twelve months, aiming to balance cost control, compliance, traveler experience, and sustainability objectives.

For business travel professionals, this evolution means offering an option that goes beyond price alone. The ability to present multiple transport options and integrate the constraints specific to each company becomes a central element of the booking journey.

Beyond expense control, companies also seek to better measure the value of their trips. 89% of CFOs believe travel managers should demonstrate more clearly how travel contributes to company objectives, while 44% report a lack of data to measure this contribution.

“The challenge for travel managers is no longer just to master the price of the ticket. They must demonstrate the value created by every trip while ensuring compliance with the travel policy and a satisfactory experience for employees,” notes Sylvain Muller, mobility expert at SAP Concur.


SAP Concur expands the multimodal comparison

To support this evolution, SAP Concur enriches Concur Travel with a multimodal display that enables comparing rail and air solutions based on the parameters defined by each company.

The platform notably offers rail content in five European markets: France, Spain, Germany, the United Kingdom, and Switzerland, including SNCF, Eurostar, and TGV Lyria.


Amelia Brille Published by Amelia Brille TourMaG.com writer
See all articles by Amelia Brille

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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.