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In September 2026, departures continued to trend downward. The number of bookings fell by 5.5% compared to September 2025. However, the decline is less pronounced than in August, when it reached 9%.
The business volume associated with departures decreased by 4.1%, while the average basket rose by 1.5%, to €1,853. This increase is therefore not enough to offset the drop in the number of bookings. The Observatory therefore concludes that September activity remains subdued and does not yet indicate a change in trend.
The trends vary by region. Long-haul travel is the most penalized, with a 14.6% drop in bookings. Mid-haul fares better, with a decline limited to 2.8%. France, for its part, shows a 9.1% drop in bookings.
Departures remain below September 2025: business volume -4.1%, bookings -5.5%, average basket up +1.5% to €1,853. The drop in bookings is less pronounced than in August (-9%).
Mid-haul
Long-haul
Business volume advances (+3.3%) despite a slight drop in bookings (-1.7%), driven by a rise in the average basket (+5.1% to €2,004). The average lead time between booking and departure reaches 74 days, up 6% year over year. The mid-haul segment is the only zone posting growth in bookings (+7.1%).
Mid-haul
Long-haul
As of the end of September, reservations for departures between October 17 and November 2, 2026 remain below 2025: business volume -4.7%, bookings -2.6%, average basket -2.1% at €2,238. Long-haul shows the steepest decline (-19.0% in bookings); mid-haul is the only zone in growth (+2.8%).
Mid-haul
Long-haul
Departures & reservations in September: 01/09 – 29/09/2026 · All Saints’ Day: reservations 01/01 – 29/09/2026, departures 17/10 – 02/11/2026.
Data drawn from travel agencies using the Orchestra platform (20+ brands, 2 years minimum).
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Delayed Flight and Ticket Repurchased by the Customer: Why Mediation Split the Difference [ABO]


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They requested reimbursement for the tickets repurchased in an emergency as well as compensation for the additional costs incurred.
The passenger had booked a stay in Tunisia as part of a package tour.
The return flight experienced a particularly long delay, estimated at more than 16 hours according to flight-tracking data.
Significant disruptions were reported at Tunis airport at the same time, linked to technical problems affecting operations.
Given the need to return to France on the scheduled date, the traveler purchased a ticket with another carrier for about €1,810.
What the texts say:
In case of non-performance of a service, the organizer must provide assistance to the traveler (accommodation, support during the wait, etc.).
The text also states that if the professional does not remedy the situation within a reasonable time, the traveler may address the issue themselves and request reimbursement of the necessary expenses. These costs must however remain proportional to the initial service.
In this case, purchasing a replacement airline ticket is justified by the need to return, but the amount is deemed high in light of the price of the initial package.
By contrast, the file shows that the assistance provided during the delay was insufficient.
What the Mediation Tourism and Travel recommends:
Declined Cards, Delayed Reconciliation: Business Travel Deserves Better


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Mathieu, let’s start with a general observation. Why does payment management in business travel still seem so underdeveloped compared to other areas of corporate finance?
Mathieu Volondat : It’s a finding shared by many CFOs and travel managers. The operational burden linked to payments accumulates gradually, until a significant portion of the finance team’s time is spent handling exceptions rather than steering expenses. What appears to be a simple constraint for the traveler becomes, at the organizational level, a structural problem. The payment tools and processes have not kept pace with the maturity reached by other financial functions.
Quelles en sont les causes profondes ?
À quoi ressemble cette configuration unifiée ?
● The centralized payment for preferred suppliers, airlines, hotels, rail operators, with visibility on each transaction at the moment it occurs
● Business expenses with virtual cards parameterized by supplier or by team, tailored limits, and automated reconciliation of transactions
● Collaborator cards, physical and virtual, for teams needing travel flexibility, with a mobile app enabling receipt capture
The result is a setup in which the traveler moves without friction, while the finance leadership retains its control levers without tying up its teams on an ongoing basis.
L’authentification forte est devenue un vrai point de friction en Europe. Vous avez évoqué les exemptions SCA/3DS prévues pour le secteur du voyage. Qu’est-ce que cela change concrètement ?
When travel purchasing cards can be used without 3DS challenges, companies can build truly reliable workflows. The payment goes through, the data is captured immediately, and the back office no longer has to chase after exceptions. The result is fewer manual interventions and, most importantly, a higher acceptance rate where it matters.
La lutte contre la fraude est toujours un exercice d’équilibre. Quels contrôles sont les plus utiles en travel sans dégrader l’acceptation ?
The pragmatic approach is to contextualize. If a card is intended for a hotel chain or a TMC, restrict it to that scope. If it is linked to a travel period, align the dates. You reduce the risk surface and preserve a good approval rate, because the authorization logic matches the use case.
Même quand les paiements passent, c’est souvent la réconciliation qui fait dérailler les programmes. Quelles données et quels reportings faut-il pour une réconciliation rapide et fiable, y compris sur les refus et les remboursements ?
Les dépenses de voyage sont par nature difficiles à anticiper. Comment maintenir un cadre de politique voyage dans cet environnement ?
Qu’est-ce que cela change concrètement pour les équipes financières au quotidien ?
With Pliant, every transaction is visible as it happens. Payment refusals come through in real time. Policy breaches are blocked at the source rather than detected afterwards. And because each card is configured with its own rules, the system enforces policies without the finance team having to intervene systematically.
The reduction in administrative burden is measurable: less time spent on reconciliation, fewer expense reports to process, and a consolidated view of travel spend available at any point during the month.
Pour un directeur financier qui évalue des solutions, quels sont les critères de sérieux à prendre en compte, et que représente Pliant sur ce plan ?
For CFOs, the benefits are concrete: better control of spend, more reliable data, streamlined reconciliation, and a simplified traveler experience without requiring a overhaul of existing systems. The solution also includes a cashback mechanism on card spend, which provides a direct financial return on top of operational gains.
Un dernier mot pour les travel managers et directeurs financiers présents au Forum des Pionniers ?
👉 Discover the Pliant solution for business travel.
Contacter Pliant

