E-Invoicing: A New Big Bang for the Tourism Industry


Facturation électronique : "plus d’angoisse que de problèmes" selon Valérie Boned - Depositphotos

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This Tuesday, September 1 marks the D-day, or rather the F-day, for electronic invoicing.

From now on, all VAT-liable businesses must be able to receive electronic invoices. To do this, they must designate an accredited platform for this type of operation, among the 149 authorized by the French government.

In addition, large companies and those of intermediate size, i.e., with more than 250 employees, will be required not only to issue electronic invoices but also to transmit transaction and payment data to the French administration.

This point will concern only a small number of names in the sector.

From a general standpoint, many players will not be affected as of September 1 by the reform.

I do not know the sector’s compliance rate, nor the level of maturity on the topic, but we have published a white paper and organized webinars on the subject…

Companies have been informed; it won’t be insurmountable. I think there is more anxiety than actual problems in reality
“, reassures Valérie Boned, president of the employers’ union.

Like the government, she stressed relaxing the tone around the month change and the implementation of the reform.


Electronic invoicing: “more anxiety than problems”

According to figures released by the French Treasury, among the 4 million entities in France that report VAT in 2026, 58% were registered with a platform as of August 23, 2026.

Read: Electronic invoicing: “no penalties for any company in 2026!”

Is the sector ready to face the day after?

We were at Bercy with Arnaud Fontanille (travel committee of EDV, editor’s note) and Lionel Weingaertner (tax committee, editor’s note) last week, as part of a discussion on electronic invoicing.

If there is no postponement of the reform, we have confirmation that, regarding business travel-specific issues, we will benefit from a long adaptation period.

For leisure travel agencies, in theory the reform was easier to implement, even if there were some technical subjects.

For aviation in a business travel context, the situation is more complex because the invoicing obligation weighs on suppliers, yet the information transmission chain through all intermediaries and up to the authorized platforms is not yet mature enough.

We have identified with these entities blocking points for which we do not have a solution,” the head of the group insisted.

And in response, the EDV obtained assurances from the Ministry of Economy.

The office of David Amiel, minister of Public Action and Accounts, reminded that September 1 is not a hard deadline but rather the launch of this fiscal revolution.

Beyond a transition period, the government reassured everyone: there will be no penalties for any company, the minister’s office affirmed.


Electronic invoicing: “no common ground found”

The administration also stated its intention to position itself as a facilitator of the reform.

Regarding the sector, a few issues remain regarding relationships with transportation.

The union president notably dismissed the myth of direct invoicing by SNCF to the final client.

A use case developed specifically for the sector allows the business travel agency to produce a single document gathering all the client’s travel expenses.

The main question remaining open, in both aviation and rail, is who will fund the development of the necessary technological tools to eliminate these friction points.

In the business travel area, there are many tools, back-office systems, and various technologies… that do not align with implementing electronic invoicing.

For the case 39 of this reform, which deals with an intermediary’s invoice covering goods or services provided by multiple sellers, we obtained an exemption from Bercy.

We are talking about a use case that did not exist before, and for which we obtained from the government the possibility for the business travel agent to maintain the link and invoicing with the client.


I told you what I told David Amiel: for 15 to 20% of cases with carriers, there is no solution
“, she reveals to us.

Thus, if the sector had not secured this exemption, the business travel client would have received thousands of invoices from carriers.

Thanks to lobbying, the sales outlets will provide a single document listing all services, followed by an annex document listing all expenses billed by suppliers.

On this issue, not everything will be finalized or optimized yet, as carriers face information complexity.


Electronic invoicing: no solution yet for SNCF groups

Between August 31, 2026 and September 1, 2026, we moved from a lack of invoicing for SNCF or Air France to electronic invoicing, with data exchanges between all parties.

One of the main friction points, with no solution at this stage, remains SNCF’s reserved groups.



It seems this activity is under the radar of the rail operator, as group organizers face many hurdles. Earlier this year, their portal was taken offline, leaving professionals without a solution.

Moreover, the events sector also faces issues that will need to be addressed.

For some topics, discussions are well underway. For others, it is more delicate.

We share the same objective, with SNCF and others, which is to implement the changes without disrupting the current operating model.

That said, it requires development, hence costs, and sometimes we do not reach an agreement. There are planned talks with the rail carrier to progress on groups.

Regarding applying the VAT regime for training with the OPCO, in the past refunds included VAT. Now, it must be excluded.

This is not strictly a matter of electronic invoicing, but it is essential to align for the reform’s rollout, in the case of employees undergoing training.

concretely, those who followed our recommendations will go through without hitches. For business travel, we also benefit from a tolerance.

The recommendation I want to share with your readers is to follow what we are doing, and everything will go smoothly, concludes Valérie Boned.


Romain Pommier Published by Romain Pommier Journalist – TourMaG.com
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Royal Caribbean’s Legend of the Seas Completes Its Maiden Mediterranean Cruise, Impressing Industry Professionals


© Royal Caribbean

CroisiEurope


Parlons chiffres pour commencer. Fruit d’un investissement de 2 milliards de dollars, le Legend of the Seas mesure 364 mètres de long, compte 20 ponts et dispose de 2 805 cabines réparties en 28 catégories, dont certaines comme les suites donnent accès à des restaurants réservés exclusivement à leurs occupants. Mais le « Legend of the Seas » c’est bien plus que cela…

Ce n’est pas un hasard si le troisième navire de la classe Icon de Royal Caribbean a conçu ses espaces comme les quartiers d’une ville, huit au total. À l’image de Central Park, un véritable parc urbain avec plus de 30.000 plantes naturelles entourant les bars et restaurants qui s’y trouvent, et où l’on recherche une plus grande tranquillité avec le chant des oiseaux pour bruit de fond. Tout en contraste avec le Category 6, la zone qui abrite le plus grand parc aquatique jamais construit sur un paquebot de croisière et où vous trouverez des toboggans à couper le souffle. Parce que sur le « Legend of the Seas » il y a une croisière, des installations et des moments pour tous les types de clients. Les plus petits ont même un quartier de plus de 1.500m2, l’Adventure Ocean où des moniteurs spécialisés les accueillent pour des activités réparties par groupes d’âge. Sans oublier les clients des Suites qui peuvent profiter d’un quartier qui leur est exclusivement réservé, sur 3 étages et avec des vues époustouflantes. Avec leur restaurant, leur lounge, leur solarium et leurs macro-jacuzzis, tout cela en exclusivité pour les clients qui voyagent en Suites.



© Royal Caribbean

Ce qui est certain aussi, c’est que Royal Caribbean maîtrise parfaitement l’art de la logistique en mer, gérant les flux comme personne, évitant les attroupements dans les zones les plus prisées comme les buffets, les restaurants, les salles de spectacles ou les ponts supérieurs. La zone des ascenseurs du « Legend of the Seas » nous transporte dans le futur, un futur où prendre l’ascenseur est un jeu d’enfant et une master-class d’efficacité.

Au-delà des principales caractéristiques qui définissent le nouveau navire de la compagnie, les dirigeants de Royal Caribbean ont présenté les messages clés pour le secteur lors d’une conférence de presse organisée à bord lors de la traversée inaugurale.


Design and Vacation Ecosystem

L’idée n’est plus de rivaliser dans la construction des plus grands navires, mais de concevoir et de développer un véritable écosystème complet de vacances, en mettant l’accent sur l’innovation technologique, l’intelligence artificielle appliquée à une gestion efficace, les destinations privées et des itinéraires comprenant différents ports d’escale. À cette fin, Royal Caribbean a annoncé la nouvelle génération de navires appartenant à la classe Discovery, dont le premier est prévu pour 2029 et le second pour 2032, tous deux de taille inférieure à leurs prédécesseurs et prêts à traverser le canal de Panama, mais aussi à voguer sur les eaux en Alaska et en Europe.

De même, les dirigeants ont souligné l’importance stratégique de l’Europe dans leurs opérations, où les dépenses moyennes de leurs passagers sur les destinations sont plus élevées qu’ailleurs, et où l’offre culturelle est unique, tout en respectant les réglementations environnementales exigées par les ports européens. Une excellente nouvelle pour continuer à voir de plus en plus de navires de Royal Caribbean programmés dans le futur pour une saison en Europe.

A cet effet, Barcelone s’impose comme le port d’embarquement du « Legend of the Seas » sur 2026 et 2027 pour les itinéraires en Méditerranée occidentale, aux côtés de Civitavecchia (Rome), juste avant le début de la saison des Caraïbes et leurs escales sur l’île privée de Royal Caribbean aux Bahamas, Perfect Day at CocoCay.

Au-delà des 28 options gastronomiques, des sept piscines et des expériences aquatiques des plus variées, des espaces réservés aux adultes à The Hideaway et du bar aquatique Swim & Tonic, de la tyrolienne et de la passerelle suspendue à 47 mètres au-dessus de la mer à Crown’s Edge, les vues panoramiques sur l’océan depuis la Royal Promenade et le Pearl, ainsi que le Central Park mentionné précédemment, en passant par le quartier des Suites jusqu’à l’Ultimate Family Townhouse de trois étages, réaménagée avec des espaces pour toute la famille, il y a un domaine dans lequel Royal Caribbean n’a pas de concurrence : les spectacles.


© Royal Caribbean


Music, Shows and Exceptional Performances

Des spectacles tels que Charlie and the Chocolate Factory de Roald Dahl et America’s Got Talent LIVE à bord du Legend of the Seas, ainsi que les acrobaties époustouflantes de Shockwave dans l’AquaTheater, où des plongeurs s’élancent depuis le plafond, et les spectacles de patinage sur glace de Fusion à l’Absolute Zero, font de Royal Caribbean le roi incontesté du divertissement en mer, avec un déploiement de moyens et de professionnels dignes des meilleurs spectacles du monde. Et tout cela est inclus dans le prix de votre cabine, une valeur incontestable qu’il convient de mettre en avant.


© Royal Caribbean


A Benchmark for ‘New Generation’ Cruises

Le « Legend of the Seas » est une véritable déclaration d’intentions. Il traduit avant tout comment Royal Caribbean sait satisfaire les différents goûts et attentes des passagers. L’œil expert des professionnels embarqués pendant la croisière inaugurale a aussi été impressionné par un navire qui nous avance le fonctionnement de l’industrie des croisières dans le futur, ses tendances, et l’art de gérer la logistique en donnant l’impression que sa complexité absolue est un jeu d’enfant. Et tout cela au départ de Barcelone, à moins d’1h30 de Paris… Alors qu’attendons-nous pour découvrir les meilleures vacances en mer ?


© Royal Caribbean



French Hotel Industry: Strong Start to 2026


L’hôtellerie française confirme son bon début d’année en février 2026 - Depositphotos.com @david_franklin

IFTM prenez RDV avec TourMaG


The French hotel sector confirms its solid momentum at the start of 2026. 

According to the latest barometer published by In Extenso Tourism, Culture & Hospitality, February continues January’s trend, with indicators on the rise at the national level, despite persistent regional disparities.

In February, the occupancy rate of hotels in France reaches 55%, up 1 point year over year. The average revenue per room (RMC) stands at €107 excluding tax (+1%), while the RevPAR increases by 2%, to €59 excluding tax. Over the first two months of the year, the average RevPAR reaches €58 excluding tax, also up by 2%.

“”February confirms the broadly positive momentum of the French hotel market at the start of 2026“,” says Olivier Petit, CEO at In Extenso Tourism, Culture & Hospitality.

A trend driven by both the rebound in demand and a dense event calendar, even though some uncertainties remain, notably related to the international geopolitical context.


Paris and Île-de-France Stand Out

In Paris and Île-de-France, hotel activity remains well oriented.

The capital records a RevPAR of €141 excluding tax in February, up 5% year on year. This performance is supported by rising prices, particularly in the mid-range segment, as well as by higher demand.

The dynamism largely rests on a rich calendar that blends business and leisure: trade shows such as Wine Paris & Vinexpo, sports events like the Six Nations Tournament, and calendar milestones such as Valentine’s Day and the Chinese New Year.

Over the first two months of the year, the cumulative RevPAR in Paris reaches €151 excluding tax (+6%), confirming the destination’s role as a driver, even if the rest of the Île-de-France region shows more mixed results.


Regions Still Display Mixed Performance

In the regions (excluding the Côte d’Azur), February appears more mixed. The occupancy rate stays around 50%, with an average price of €84 excluding tax, broadly stable year over year. Only the high-end segment stands out, with RevPAR up by 3%.

Weather conditions weighed on several destinations, notably the coastal areas, as well as cities such as Marseille or the Basque coast around Biarritz. On the coasts outside the Côte d’Azur, RevPAR falls by 8%, with declines especially pronounced on the southwest and Mediterranean fronts.

Some cities benefited from the calendar effect. Lille benefited from cultural and sports events, while Montpellier benefited from the return of the Open Occitanie. However, these occasional dynamics do not suffice to erase gaps between destinations or to overcome the challenges facing the ultra-budget segment.


Confirmed Rebound on the Côte d’Azur

On the Côte d’Azur, February marks a clear rebound in activity. The occupancy rate rises to 53% (+4 percentage points), the average price reaches €107 excluding tax (+5%), and RevPAR jumps by 9%, to €56 excluding tax.

This rebound is largely supported by the event calendar, notably in Cannes, with the return of MIDEM, the IPEM Wealth, the World AI Cannes Festival, and the International Games Festival. In Nice, the Carnival and the Monte Carlo Rally also helped boost attendance, particularly in the mid-range and upper segments.

The sole downside concerns the luxury and palace segment, where price increases appear to have tempered demand.

Finally, urban residences show relative stability in February. Occupancy reaches 64% (+2%), with an average revenue of €76 excluding tax (-1%) and a RevPAR of €49 excluding tax (+1%).

Île-de-France remains the main engine of this segment, with a 3% rise in RevPAR. In the regions, performance remains more uneven, with a decline in the very large urban areas, particularly in the mid-range.


Amelia Brille Published by Amelia Brille TourMaG.com Editor
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Hotel Industry: Three Prestigious Hotels Lose Palace Status


Menée par Serge Blanco, la nouvelle municipalité de Biarritz a promis de se battre pour reconquérir le statut de l’Hôtel du Palais, qualifié de "tour Eiffel biarrote" - DepositPhotos.com, Xantana

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Serge Papin, the tourism minister, will unveil on June 2 the 2026 list of establishments that benefit from the Palace distinction.

Without waiting, the Hôtel du Palais Biarritz had taken the initiative. By the end of March, its management informed staff that henceforth the establishment would no longer enjoy the French “Palace” distinction that it had shared up to now with 30 other exceptional French hotels.

The Hôtel du Palais was the only “Palace” located on the Atlantic coast. The others were in Paris (12), a good handful on the Côte d’Azur, a few in Courchevel and one in St Barth.

The loss of the “Palace” distinction by the Hôtel du Palais followed several inspection visits conducted by the Distinction Attribution Commission.

During these visits, inspectors would have, according to La République des Pyrénées, revealed an insufficiency in its condition for the “Palace” label.

These shortcomings would concern certain rooms and elements, such as the hotel’s spa or the breakfast room, which would no longer meet the required standards.

According to La République des Pyrénées, the hotel was nevertheless renovated for around 80 million euros between 2018 and 2021. But the Spa was not involved in the project, and the 26 rooms of the north wing had not been fully renovated.

Operated by the American-origin international hotel group Hyatt within its Unbound Collection, the Hôtel du Palais Biarritz is owned by the city of Biarritz (57% of shares), the JCDecaux Group (37%), and the Caisse des dépôts.


Palace Distinction: a Major Image Challenge


L'offre culinaire du Mandarin Oriental Paris sera également revue - Photo : Alexis Anice, Mandarin Oriental

Two other prestigious hotels are also being downgraded to the five-star category, as they no longer meet the excellence criteria required by the Palace distinction.

They are the Park Hyatt Paris-Vendôme (Rue de la Paix, in Paris) and the Mandarin Oriental (Rue Saint-Honoré, in Paris).

For these prestigious hôtels, this loss represents a major image challenge.

Mandarin Oriental has already confirmed its ambitious transformation program reflecting “the continued commitment to shaping the future of Mandarin Oriental, Paris as one of the city’s most singular addresses”, according to Laurent Kleitman, Group Chief Executive of Mandarin Oriental.

As part of these renovations that are due to begin at the end of October, Mandarin Oriental plans to revamp its entire dining and accommodation offering.

The bedrooms and suites, as well as all common spaces, are to be entrusted to the London-based architect Tara Bernerd, with the mission to express “the essence of the destination”, to capture “the spirit of Paris while highlighting Mandarin Oriental’s commitment to craftsmanship and excellence”.

The culinary offering will also be revised, with the arrival of three distinct concepts: a new bar, a Parisian-style brasserie, and a gastronomic restaurant, each with views of the hotel’s interior garden.

The announcement of this ambitious transformation program coincided with the arrival, on Monday, May 18, of a new general manager, Vincent Poulingue. He succeeds Edouard Lapasset, appointed a little less than a year ago.

Curiously, Vincent Poulingue had been at the helm of the Hôtel du Palais Biarritz since 2023.

With more than two decades of international experience in luxury hospitality, Vincent Poulingue has held leadership roles in France, Portugal, Switzerland and French Polynesia within world-renowned groups such as The Unbound Collection by Hyatt, InterContinental Hotels Group and the Groupe Barrière.

He is recognized for his expertise in repositioning iconic properties, operational excellence, and creating exceptional experiences.


A distinctly French specialty

Whereas many foreign countries have merely introduced a “superior five stars” category, the highly coveted Palace distinction is a distinctly French hallmark.

This official distinction was created in 2010, in the wake of the hotel classification reform carried out the previous year, which had introduced the 5-star designation, whereas France had previously only “4-star luxury” hotels.

The aim was to modernize the French hotel offering.

By introducing the Palace distinction, the Ministry of Tourism and Atout France – which oversees the attribution process – sought to value and promote truly exceptional establishments among the five-star category.

Since a reform implemented in 2024 to reinforce its exceptional character, the Palace distinction is awarded for three years only (compared with five years previously).

In addition to the dossiers of hotels already benefiting from the Palace distinction, since January last year the files of first-time applicants have been studied. Asked by TourMaG last autumn, the head of the Quality sub-direction at Atout France declined to name a single candidate.

It is, however, widely known that the famous Negresco, located on the Promenade des Anglais in Nice, which has recently added a splendid spa and is nearing the completion of extensive renovation and redevelopment works, is aiming for this distinction. The same goes for Parisian establishments Cheval Blanc and Bvlgari.

A decision is expected on June 2.


PAULA BOYER Publié par Paula Boyer Responsable rubrique LuxuryTravelMaG – TourMaG.com
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Can the Aviation Industry Still Move Forward in Silos?


L’aérien peut-il encore avancer en silos ? - Depositphotos.com, Chalabala

CroisiEurope


Air transport can no longer be steered solely by a cost logic. Its future competitiveness will depend on its ability to create, share, and reinvest value.

It is in this spirit that I spoke on May 21 at ENAC, as part of the UTA module dedicated to the stakeholder ecosystem.

Created by Francis Massé, this European program brings together professionals from across the entire aviation value chain.

Its ambition is simple yet powerful: to break down barriers, build a shared understanding of air transport, and help sector players think in terms of an ecosystem rather than isolated functions.

The round table, titled “Airline-Airports relations : cooperation or tension in a new era ?”*, was moderated by Didier Bréchemier of Roland Berger. I spoke there alongside Jean-Louis Baroux, Nicolas Duthilleul and Franck Goldnadel.

A clear finding emerged from the exchanges: aviation can no longer be understood solely through costs, fees, infrastructure or capacity.

These variables remain essential, but they no longer fully explain the scale of the transformations underway.

The real question now is the creation of value: where is it created, who captures it, how is it shared, and under what conditions can it be reinvested in connectivity, resilience, decarbonization and the customer experience?

* Relations compagnies aériennes-aéroports : coopération ou tension dans une nouvelle ère ?



Compagnies et aéroports : dépasser la logique tarifaire

La relation entre compagnies aériennes et aéroports reste structurée par une tension bien connue : les compagnies cherchent à réduire les redevances, tandis que les aéroports doivent financer des investissements lourds, de long terme et souvent très contraints par la régulation.

Cette tension est compréhensible, mais elle ne suffit plus. L’enjeu n’est plus seulement de négocier quelques euros par passager. Il est de créer davantage de valeur par passager. Cela suppose de travailler ensemble sur le développement des routes, les revenus annexes, la donnée, la fidélisation, le cargo, les services digitaux et l’ensemble du parcours client.

Le prochain gisement de valeur ne viendra pas d’une source unique. Il viendra de la capacité à orchestrer le parcours passager : avant le voyage, à l’aéroport, pendant les perturbations, et même après l’arrivée.


IA : sans données connectées, pas de valeur durable

L’intelligence artificielle a naturellement occupé une place importante dans les échanges. Le programme UTA lui consacrait d’ailleurs une séquence spécifique, centrée sur ses applications pour les compagnies, l’ATM, les aéroports et la supply chain.

Dans l’aérien, on pense d’abord aux usages les plus visibles : revenue management, pricing dynamique, personnalisation client, conversion retail, gestion des perturbations ou fidélisation. Ces applications sont majeures, mais elles ne représentent qu’une partie du potentiel.

L’IA peut aussi transformer des domaines moins visibles mais tout aussi décisifs : maintenance, MRO, dossiers techniques, prévision des pièces, conformité, achats, planification opérationnelle ou stratégie. Dans un secteur aux marges faibles, mieux anticiper une panne, améliorer la disponibilité d’un avion, éviter un retard ou optimiser un contrat fournisseur a un effet direct sur la rentabilité.

Mais l’enjeu central n’est pas la seule puissance de l’algorithme. C’est sa capacité à s’appuyer sur une vision suffisamment complète du réel.

OAG le résume bien avec l’idée de « partial in, partial out » : même exacte, une donnée peut produire une mauvaise décision si elle reste incomplète ou isolée. Un outil d’IA peut ainsi proposer une correspondance attractive en théorie ; s’il ignore les temps minimums de connexion, les terminaux, les contraintes de transit, les règles bagages ou les réalités opérationnelles de l’aéroport, il recommandera en pratique un itinéraire irréaliste.

Le même raisonnement vaut côté opérations. Une IA peut détecter une perturbation météo et proposer un réacheminement ; si elle n’intègre pas les temps de service équipage, la disponibilité réelle des avions, les contraintes de maintenance, les ressources au sol ou les capacités bagages, elle risque de créer une seconde perturbation en voulant résoudre la première.

C’est l’un des paradoxes du secteur : peu d’industries produisent autant de données, mais peu les fragmentent autant. Elles existent chez les compagnies, les aéroports, le contrôle aérien, les assistants en escale, les mainteneurs, les distributeurs, les autorités et les prestataires technologiques, mais restent trop souvent dispersées entre systèmes, métiers et organisations.

Cette fragmentation existe aussi côté client. Le voyageur ne consulte plus seulement le site d’une compagnie ou une agence en ligne : il compare sur Google Flights, Skyscanner, Kayak ou les OTA, interroge des assistants IA, vérifie les avis, les temps de correspondance, les conditions bagages, les retards, les remboursements ou les alternatives multimodales.

Cela change profondément la donne. Le client utilise déjà des outils qui agrègent, comparent et recommandent ; mais si ces outils reposent sur des données partielles, obsolètes ou mal reliées, ils peuvent conduire à de mauvaises décisions : un tarif inexistant, une correspondance trop courte, une offre bagage mal comprise ou une promesse de service impossible à tenir.

L’enjeu de l’IA dans l’aérien n’est donc pas de savoir qui aura le meilleur chatbot ou le meilleur moteur de recommandation. Il est de connecter les données : horaires, disponibilités, tarifs, règles de correspondance, état des vols, contraintes opérationnelles, informations passagers, fidélité, retail, maintenance et ressources au sol.

Le potentiel réel de l’IA apparaîtra lorsque ces données pourront être croisées dans un cadre de confiance, avec des règles claires de gouvernance, de sécurité, d’anonymisation et de partage de la valeur.

L’IA ne servira pas seulement à vendre plus. Elle permettra de mieux voler, mieux maintenir, mieux acheter, mieux orienter le client et mieux gérer les perturbations. Mais à une condition : que l’écosystème aérien accepte enfin de connecter ses données et de sortir des silos.


Decarbonize Without Detaching

The environmental transition was another central topic. SAF, e-SAF, taxes, European regulation: everyone now recognizes that decarbonization will not be simple, nor economically neutral.

Europe is right to want to accelerate. But it must also ensure that it does not create a cost differential that would permanently weaken its airlines and platforms compared with other regions of the world. Passengers compare prices, not regulatory frameworks.

The question is therefore not to reduce environmental ambition. It is to support it with a genuine industrial policy: production of SAF, support for innovation, regulatory stability, international coordination and clear targeting of environmental contributions.

A tax that feeds a general budget mostly increases the ticket price. A contribution reinvested in transforming the sector, on the other hand, can truly accelerate the transition.



Transformer le flux en expérience

Customer experience has long been conceived as a sequence of procedures: check-in, security, boarding, and baggage. This processing logic remains necessary, but it must now evolve toward a hospitality mindset.

A relaxed, informed, and reassured passenger is more predisposed to spend, to purchase an ancillary service, to engage with a brand or to remain loyal. Conversely, stress destroys value: it lowers retail, weakens loyalty, and taints the travel image.

The objective is not to maximize time spent at the airport, but to create useful, smooth, and predictable time. Dwell time has value only if experienced positively.


L’humain, nouvel actif rare du secteur

Finally, the question of skills traverses the entire aviation chain: security, ramp assistance, maintenance, operations, cargo, sales, and customer service. The labor shortage is not only an HR or operational issue. It becomes a commercial issue.

If an airport cannot absorb more flights, if queues become unpredictable, if bag handling deteriorates or if customer teams are overwhelmed, growth becomes theoretical.

Automation and AI will help, especially on repetitive or predictable tasks. But aviation will remain deeply human in critical moments: disruption, assistance, security, crisis, operational arbitration or passenger reassurance.

The more the journey is automated, the rarer the human contact. Yet when it does occur, it will be all the more valuable, especially with better-trained and more empowered teams.


Penser l’aviation comme un écosystème de valeur

This ENAC round table, organized within the UTA module, strengthened in me a belief: air transport is entering a new phase.

Debates about costs, charges, capacities and infrastructures will remain necessary. But the sector’s future will depend mainly on its ability to create value collectively.

This is the essence of the UTA: to bring together professionals from the different components of the aviation ecosystem, to help them better understand the constraints of others, and to foster a shared culture of cooperation.

In a sector where challenges are increasingly transversal – decarbonization, connectivity, customer experience, AI, operational resilience, competitiveness – this logic is essential.

Aviation can no longer advance in silos. Airlines, airports, industries, distributors, public authorities, schools, regions, tourism actors, and service providers will need to learn to create more value together.

The future will belong to those who can go beyond isolated optimization: no longer managing the passenger as a mere flow, the airport as a cost center, or the route as a simple timetable.

The true competitive edge will belong to those who can think of aviation as a value ecosystem, not merely an addition of silos to optimize.



Eric Didier - DR

An accomplished entrepreneur and specialist in air transport, with more than three decades of experience, Eric Didier coordinated the launch of the Oneworld alliance before creating and developing Qatar Airways in France and on several European markets, where he held key leadership roles, ensuring the growth and success of the airline.

An expert in team management and in commercial strategies, alliances and distribution, he has worked with several major airlines, contributing to their international expansion.

He now leads the consulting firm TED Advisory Services.

Should We Hire Talent From Outside the Tourism Industry? [ABO]


Faut-il recruter des profils hors tourisme ? - Depositphotos.com studiostock

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Profiles from retail, education, events, or tech… the gateways to tourism are multiplying. An evolution first driven by shortages.

“We sometimes recruit profiles from outside tourism when we can’t find anyone.”, summarizes Céline Gleizes, HR manager at Eden Tour.

Valérie Dufour, head of the employment section at TourMaG, notes, however, that recruiters remain attached to specialized training: “I still have a majority of recruitment staff in travel agencies who favor tourism training among candidates, with the BTS Tourism minimum and experienced professionals for tailor-made trips.”

But she also observes “a small revolution” in HR practices within the sector. The Covid crisis deeply weakened tourism attractiveness. Demanding hours, salaries sometimes deemed insufficient, high operational pressure: many professionals left the sector without necessarily returning.

“Tourism companies do not hire from outside out of sheer resignation, analyses Valérie Dufour. They must respond to an historic talent shortage, but also to a profound transformation of professions.”

Tourism has become digital, client expectations have evolved, and the sought-after skills are now sometimes found outside the sector.

Yet this openness does not mean that “everyone can do tourism”. “Many candidates think that organizing their own vacations is enough, notes Céline Gleizes. But when they discover the complexity of agency work, some realize it isn’t for them.

Valérie Dufour recalls that some jobs remain highly technical. “Knowledge of destinations, insurance, air tariff pricing or tools like Amadeus cannot be improvised.” she emphasizes.



Travel as a Common DNA

At Prêt à Partir, Fatima Faivre fully embraces recruiting atypical profiles, with one essential condition: « The person must have a traveler’s profile. Be passionate about travel. »

For the regional director, the decisive criterion isn’t so much the diploma as the travel culture.

« A person outside tourism who has never traveled is very difficult. On the other hand, seasoned travelers know what they are talking about. »

Some tour operators specializing in tailor-made travel now prefer to train enthusiasts rather than recruit only travel technicians.

Valérie Dufour cites notably the example of Voyageurs du Monde, which has taken a bold gamble: « It is easier to learn the technique of selling trips to someone who knows a country by heart than to learn the passion for a destination to a tourism technician. »

The group thus hires former expatriates, journalists, historians or avid travelers before training them in professional tools and sector rules.

At Flash Voyages, Ghislaine Homond recounts hiring a former Russian primary schoolteacher. « I rely a lot on intuition. In two weeks, I saw that she had potential, » she recalls.

Seven years later, this employee is still with the company.


Soft Skills Have Become Priorities

What recruiters look for today goes far beyond mastering a GDS or fare strategies.

“What interests me is character, insists Fatima Faivre. Whether she can do B2B or not isn’t important. She’ll learn it very quickly with us.”

The most sought-after qualities now are adaptability, listening, stress management, and a sense of service.

Valérie Dufour even speaks of a shift in HR priorities: “In a sector where technique is learned more and more quickly, behavioural skills make the difference.”

She emphasizes the importance of emotional intelligence, the ability to handle the unexpected, and the “spirit of hospitality.” “That natural generosity, that ‘care,’ is probably the most difficult skill to teach.”

At Eden Tour, the primary criterion being sought remains often commercial.

“When the candidate does not come from tourism, we primarily look for a good seller.”

The rise of generative artificial intelligence is accelerating this evolution.

“The travel advisor becomes an augmented profile, AI handles part of the repetitive tasks, but the human added value becomes central: listening, personalization, the ability to reassure and to narrate the journey.”

According to her, the job is evolving toward a role of “trusted expert” rather than a simple reservation agent.


Find all articles in our series “Very Special Agent – The Practical Guide for the Pro” by clicking this link.


Experienced Profiles Are Not Always the Easiest to Integrate


Caroline Lelievre Published by Caroline Lelievre Journalist – TourMaG.com
See all articles by Caroline Lelievre

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Tourism in Geopolitical Turbulence: Industry Under Pressure


Tourisme mondial 2026 : une croissance résiliente malgré les turbulences géopolitiques, despositphotos.com

Top of Travel


Global tourism showed resilience in the first quarter of 2026, with 307 million travelers traveling abroad, or 6 million more than the same period in 2025, up 2%, according to the latest UNWTO barometer.

If January and February were marked by solid demand, rising by 2.5%, March saw a clear slowdown, up only 0.4%, directly linked to geopolitical tensions.

Europe and Africa emerge as the engines of this growth.

Europe, the world’s leading destination, hosted more than 130 million visitors, a 4% increase, benefiting in part from a shift in flows toward Southern Europe, the Mediterranean, the North and the East.


Tourism: The Middle East stalls

Africa also climbs by 4%, supported by a striking 18% jump in North Africa in March.

Asia and the Americas, by contrast, show more restrained momentum. The Asia-Pacific region posts an overall 3% growth, restrained by a 27% drop in South Asia due to air-transport disruptions, although Oceania, at +9%, and Northeast Asia, at +5%, register solid performances.

The Americas register a moderate 2% uptick, masking wide disparities between the dynamism of Central America at +18% and the downturn in South America at -1%.

To read: Tourism: after a difficult month of May, operators turn to the government!

Conversely, the Middle East is in a slump. The region is bearing the full force of the conflict, with a 14% drop in arrivals in the first quarter and hotel occupancy collapsing from 75% in January to 48% in March. Only Egypt stands out, with a pronounced 16% rise.

The Middle East conflict is profoundly altering the travel economy well beyond its geographical area.

Shaikha Al Nuwais, Secretary-General of UNWTO, notes that disruptions to air links, coupled with maritime instability in the Strait of Hormuz, are driving up the price of oil and kerosene.

This situation leads to a mechanical rise in airfares and a reduction in transport capacity.


Tourism: Transport costs darken the outlook

The Middle East conflict deeply reshapes the travel economy beyond its regional borders.

Shaikha Al Nuwais, Secretary-General of UNWTO, notes that disruptions to air links, coupled with maritime instability in the Strait of Hormuz, trigger a surge in the price of oil and kerosene.

This situation causes a mechanical increase in airfares and a reduction in transport capacity.

According to IATA, air traffic in the Middle East contracted by 61% in March, although global air traffic overall maintained a 4% growth for the quarter, thanks to the shift of flows toward European, Asian and African airlines.

In the face of these inflationary pressures and prevailing uncertainty, industry professionals display more measured optimism for the summer season in the Northern Hemisphere.

The UNWTO Confidence Index stands at 105 for May to August, down from 117 at the start of the year. Nearly two-thirds of experts believe that the conflict negatively affects demand.



These economic constraints push travelers to adjust their behavior: the search for value for money becomes paramount and demand tends to shift toward nearby destinations.

Despite this climate of uncertainty, which is expected to trim global growth by 1 to 2 percentage points versus initial forecasts, significant opportunities loom, notably for Canada, the United States, and Mexico, which are preparing to host the FIFA World Cup.

Tourism Amid Geopolitical Tensions: Health of Industry Leaders and Employees at Stake


Le Tourisme face aux tensions géopolitiques : Cathy Bou, fondatrice et dirigeante d’AGAPÈ s’exprime sur le sujet © nidimages / Nicolas Demare

Top of Travel


Fresh from the COVID-19 pandemic, the sector is once again put to the test. Gulf monarchies, once hailed as the safest tourist destinations in the world, have in a single day become among the riskiest places.

Caught in a trap, thousands of holidaymakers turn to their travel agencies. Between emergency repatriations, destination changes and refund requests, travel agents and tour-operator teams, the magicians of our holidays, must face immense psychological pressures, and their mental health is undoubtedly affected. A silent deterioration of working conditions for these agents takes hold, exacerbated by the psychological precarity that the sector’s probable collapse could entail, with massive layoffs looming.

The closing of airspaces, navigational difficulties at sea, skyrocketing oil prices and surging insurance premiums have finally redrawn the map of zones accessible to tourists with fewer risks. “Dubai used to account for 70% of my annual turnover. Overnight everything collapsed. Today I spend two-thirds of my time reassuring clients who are blocked or panicked, while the remaining third is spent undoing what I had spent months building. Reprogramming isn’t even on the agenda given the great uncertainties about the end of this conflict in the Middle East. The hardest part for us travel agents is imagining our professional future. It’s truly depressing.” Sabrina, a staff member, portfolio manager for Maghreb and the Middle East at a French tour operator, shares with us.


Industry professionals on the brink of burnout

“We have shifted from dream merchants to firefighters. I used to sell dreams, dream destinations, voyages that changed lives. Now I am on the verge of becoming a psychologist, not knowing what tomorrow holds – how can we continue to sell when we are the ones on the edge of a nervous breakdown?” confides Sandrine, an employee at the same company. In this climate of emotional precarity and operational survival, how can a process aimed at achieving certifications or labels such as Travelife-ISO20121 – 26000-ATR or any other framework be steered?

What challenges lie ahead for the CSR approach, and what levers can the CSR consultant pull?


Challenge 1: Priorities

When a crisis hits in the middle of a certification-support process, the CSR consultant faces the paradox of priorities: urgency versus the standard.

Sabrina has just spent the day coordinating the evacuation of 200 tourists stuck in Abu Dhabi without success. The airport and the region’s airspace are closed. Sandrine has spent the last half hour dealing with the anger of a young married couple whose honeymoon in Dubai has just been cancelled. The two employees are in an extremely tense emotional state. At the same moment, the CSR consultant accompanying their company toward renewing its certification enters the office. The look she exchanges with the two employees convinces her that this is not the right moment to discuss standards*.

* The names have been altered to avoid identifying the individuals concerned


Challenge 2: Embody CSR, not endure it

For Agapè, the CSR consultant’s role in such a context is to show empathy, to listen to the management and to the employees, and not to appear as a zealot defender of the standard, adding an extra workload. The consultant has a moral obligation to immerse themselves in the palpable tensions in order to reshape the certification process agenda, reorganize the schedule, and demonstrate that it is ultimately a pedagogy, a guidance toward practices that preserve human beings first, then the planet.


Challenge 3: Social effectiveness

The social dimension is the central pillar of any corporate social responsibility approach, says Cathy Bou, founder and CEO of AGAPÈ.

Lately, we are encountering many cases of psychological pressure and decline in the quality of life and working conditions (QVCT). Our own situation could deteriorate as we encounter sensitive scenarios. Yet, our reading of the frameworks requires us to prioritize the protagonists, to consider sustainability in its entirety (Social, Economic, Environmental). It is certainly common for environmental concerns to take precedence.

The challenge for the consultant in this anxiety-filled climate for company leaders and their employees is to be a buffer between all parties. To succeed in their mission, the consultant must ensure that the management’s order of priorities is reversed. “They must convince the leadership to place health and safety — for themselves, their employees, collaborators and other providers — at the top of the CSR priority stack.” No certification would be credible if it is built on social distress and the collapse of teams. In such a case, the initiative would be nothing more than a “social-washing”.

When the initiative lacks humanity, when the consultant and the management ignore distress, the CSR standard will inevitably be perceived as cynicism by stakeholders, a new checkbox for the management. “We are asked to be eco-responsible certified, to think about carbon footprints or waste management while there are sickness absences, burnouts, fatal accidents during missions — it’s the height of cynicism.”


Contact Agapè CSR to initiate your process