Tourism Deregulation: Copying the Spanish Model — A Bad Idea?


Les députés Alexis Jolly et Vincent Rolland ont déposé un rapport très commenté dans le secteur touristique - Depositphotos

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It is no longer really in doubt that France’s days, perhaps months, on the top step of the podium are numbered.

We are talking here, of course, about the world’s leading tourism power. If it isn’t first in terms of revenue—as it ranks third behind the United States and Spain—it still remains ahead in the number of visitors.

But its runner-up shows a very different growth. And this is beginning to worry the higher-ups, starting with our deputies.

To such an extent that a mission of information on the obstacles to the development of the tourism economy was commissioned by the Economic Affairs Committee of the National Assembly.

This mission has delivered its conclusions with the aim of unleashing the full potential of the tourism economy. Behind this document, we find a deputy from the National Rally, Alexis Jolly, and another from the Republican Right, Vincent Rolland.

And, for the two elected officials, tourism is above all a business affair.

“France attracts more visitors than its competitors, but earns less wealth from them. This paradox shows the gap between what our country actually benefits from and what it could really retain“, they write in the introduction.

A line that reminds us of something.


Norms, obstacles, Spain, tax and aviation… a pro-business semantic

In July 2025, Alliance France Tourisme held a symposium at the Palais du Luxembourg.

The organization had then stated that it was time to move beyond the sole quantitative objective to focus on value. Farewell to the 100 million international visitors, welcome the ambition of generating 100 billion euros in receipts from these same travelers.

In 2025, France had reached a record in tourism revenues, with 77.5 billion euros.

And to allow tourism to go into overdrive and cut through the brakes with a chainsaw-like efficiency, the two elected officials spoke with 18 organizations representing a broad spectrum of actors, including professional federations, public operators, elected officials, and experts.

The brakes, as the document states, were mainly highlighted by Alliance France Tourisme, a “place of reflection and action” that brings together players such as Pierre & Vacances, Accor, Air France, the Compagnie des Alpes, SNCF Connect or Disneyland Paris, but also many others.

A lobbying body that recurs often, indeed very often, since it appears among the most cited occurrences in the report, with 35 appearances. Just as “Spain” and “Spanish” are cited 24 times, “norm” 40 times, “development” 39 times, “brake” 29 times, then “aviation” 19 times, and “tax” 18 times.

A rhetoric that thus highlights the economic aspects of the industry, sometimes obscuring its side effects.

“The repeated appearance of Alliance France Tourisme raises ethical questions about this report.

It looks like propaganda or advocacy. The industry defends itself, because it creates jobs and economic spillovers, which is normal and will not bother anyone. But it must not do so by manipulating the numbers. We must compare comparable data.

After the summer we lived through, with wildfires and heatwaves, highlighting aviation, when it is the only sector that does not decarbonize while all the others do, that is not serious.

For me, they mock the planet, working conditions and land pressure. It’s a kind of forward rush that astonishes me, laments Prosper Wanner, sociologist and lecturer-researcher in cultural mediation of the arts at Aix-Marseille University.


Tourism: “We will never have the same model as Spain”

If aviation makes efforts, by renewing its fleet and incorporating so-called sustainable fuel, the figures do not bend enough.

According to the Ministry of Ecological Transition, CO2 emissions from commercial passenger air transport in France rose by 4% in 2024, slightly less than traffic, which grew by 6% in passenger-kilometer equivalents.

This is not all. The report would also be based on distorted figures, such as those for foreign visitors’ receipts in Spain, which include international flights, something not taken into account in France.

“They also include both aviation and travel packages. Aviation accounts for 20% of this sum, and travel packages 18%. The receipts are therefore inflated by 38% compared to our country.

The report does not take into account the leakage rate in Spain, i.e., the money that leaves the country without being redistributed to the local population, which is substantial.

There have been studies showing that on the Canaries, package holidays account for nearly 50% of stays. In Benidorm, it’s 40%. The leakage rate is therefore substantial.


Here we are comparing two very different models,

recontextualises Prosper Wanner.

To read: “The Canaries are not for sale,” the reasons for the anger

If Spain thrives on the international tourism stage, let us not forget that its very intensive model would be hard to duplicate in France.

Not only do we lack the infrastructure to host hundreds of thousands of travelers in all-inclusive hotels along the coast year-round, nor the airports, nor even the weather.

“We will never have the same model as Spain.

We will never be able to do that on the Atlantic coast, simply because when it is 30 degrees in Tenerife, it is 17 degrees in La Baule or 18 in Biarritz. In October, people go to Tenerife; they don’t go swimming in Vendée.

If we look at Corsica’s four airports, they total almost ten times fewer passenger arrivals than Palma de Mallorca Airport, with 4.37 million passengers versus 33 million for the single Spanish airport, editor’s note ndlr.

If we want ten times more people arriving in Corsica, we need ten times more supply. But I doubt the Corsicans want ten times more tourists
“, recaps Jean Pinard, head of the Futourism consultancy.


“We mainly find a logic of deregulation”

To compete with the Spanish tourism industry, the report therefore proposes revising the standards to facilitate the development of tourism offerings in France.

The problem mainly concerns environmental and urban planning rules, such as species preservation and the principle of zero net artificialization, the ZAN.

The two deputies thus propose to exempt renewal projects of tourist equipment from environmental assessment. For modernization projects, they also suggest granting automatic recognition of a reason of imperative of public interest, in order to move any wild species that might be involved by these projects.

The application of the ZAN principle should also adapt to the geographic and economic particularities of territories, by providing exemptions for structuring tourism projects.

“When environmental regulations are mentioned, the deputy Jolly (RN, ed.) presents them as an ‘organized sabotage’.

Officially, he does not call for their removal, but wishes that they stop being used as a systematic brake on investment. The statement remains troubling, in a context where climate disruption constitutes a major threat.

He also denounces the power of certain networks that would have made blocking a strategy, hinting that any form of opposition should cease.


The term ‘simplification’ is omnipresent in this report. But behind this buzzword, there is mainly a logic of deregulation


“This mode of denialism in tourism cannot leave anyone indifferent”

This proposal draws smiles from many observers, because it is championed by Alexis Jolly, deputy from the National Rally (National Rally, RN).

This same party unveiled, in its counter-budget presented as the matrix of the economic program for its presidential candidate, the objective of abolishing “almost all agencies and other parasite organizations,” Marine Le Pen explained. Moreover, inside Atout France, everyone is preparing to pack up in the event of RN’s victory.

“The environment is seen only as a regulatory constraint, which slows down or raises the cost of tourism investment, in a line of thought very much of the 20th century, preceding the dissemination of scientific knowledge about the role of transport, especially in climate warming.

Instead of questioning the possible level of tourism activity in light of environmental constraints, the project aims to adapt these constraints to allow tourism projects to go ahead.

In a heated current of events, where the anxiety of one age group translates into a large social movement that questions and/or unsettles, this denialism to the fashion of tourism, which goes as far as proposing a kind of ‘tourism acceleration desk,’ cannot leave anyone indifferent
“, asks Rémy Knafou, geographer and author of the book Hypertourisme, tourism tested by its excess.

For observers interviewed, the report seems more rooted in the policies of Trump and Milei than in those of Pedro Sánchez.

The Prime Minister, who has greatly increased the minimum wage, has taken various measures to channel the side effects of the tourism industry and also faces popular opposition to tourism development.

Caroline Mignon, the president of Acteurs du Tourisme Durable, laments that no actor from the associative world, environment groups or NGOs, such as ADEME or the French Biodiversity Office, were consulted. The report therefore, according to her, includes no real transition objective.


Air Travel: The Low-Cost Model Is Losing Popularity


D’un modèle low cost parti à la conquête du monde... A un modèle fragilisé ! - Depositphotos

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It now seems distant, the time when I praised low-cost companies as the winning model, destined to become widespread in air travel.

In 2022, as a discerning journalist with insight, I wrote an article about discount carriers, the great winners of the crisis. And even if I already noted a few limits, such as addressing climate change and inflation, three years later, that article has aged very poorly!

Spirit Airlines at that time stood as an outsider in the American market. The airline displayed ferocious growth, almost unassailable. Its capacity had risen, despite rock-bottom fares, from 6 million to 48 million seats, a few months before its spectacular bankruptcy.

At the same time, legacy carriers were searching for a future. They found their salvation on the United States side, which allowed them to erase billions in losses without losing their planes or their skills, while the low-cost carriers weathered the storm.

It was certain, the low-cost model would impose itself everywhere, even if long-haul already showed its limits…

Four years later, this announced conquest increasingly resembles an episode of Minus and Cortex, remember, those two laboratory mice who imagined, every evening, taking power.



From a low-cost model that set out to conquer the world…

Sunday evening, I invited my daughter to sit on my lap, not to tell her about the blessed time of Minus and Cortex, but to tell her about a blessed era when it was possible to explore Europe for the price of two cartons of milk at Biocoop.

“You see, my little Gab, in 2012, I went to Rome from Beauvais Airport, after waking at 1 a.m. and driving four hours from Caen, for only 40 euros round trip. A world you will probably never know, and in a way, it’s better that way.”

She opened her eyes wide and asked me if, with 40 euros, she could get a lot of candies. End of story. Let’s go back a little further.

The low-cost model was born in the United States, in the 1970s. It took about a decade to cross the Atlantic and, a decade later, Ryanair asserted itself in the skies of the Old Continent, the very place where people say you cannot undertake.

Its revenue rose from €231 million in 1998 to around €13.44 billion in 2024. Its fleet comprises 647 aircraft. I am simply talking about the 5th airline in the world, in terms of capacity.

Its boisterous CEO, Michael O’Leary, has made imitators.

According to Eurocontrol, the several dozen low-cost carriers represented 35.4% of all flights in its 42 member states in 2025, against 34.7% for traditional carriers.

The shift has been made.

Furthermore, the low prices keep selling! Year after year, the Irish company posts insolent results, such as its record net profit of €2.26 billion last year, a margin roughly twice that of Air France or Lufthansa.


To a Fragile Model!

How did the fragility of the model reveal itself? The answer lies, in large part, in five letters: Trump.

Well, it’s a rough summary; we’ll see more as we go. In February, emboldened by his longtime political and military ally, Benjamin Netanyahu (Prime Minister of Israel), the American president decided to strike Iran.

The conflict was supposed to last only three weeks… it is now seven months in and no one sees an end. And if Iran stands on the brink of civil, economic and military chaos, the regime holds its ground and plays its strategic position to target neighboring countries, but above all to close the Strait of Hormuz.

Immediately, the price of oil shot up to astronomical levels. Last week, according to IATA, the price of kerosene surged again, by 9%. Over a year, the increase reaches 90%.

You immediately understand that the entry prices of 19 or 29 euros offered by low-cost airlines are under heavy pressure.

“Fuel accounts for between 20 and 40% of an airline’s costs. It depends on the type of business model.

Thus, for a low-cost carrier, fuel remains, in general, the first line item of expenditure. When the price of a barrel rises by 50%, your costs therefore rise by 15%“, as explained to us, in a previous piece, by Paul Chiambaretto, the director of the Pegasus Chair.

These magnitudes are now nearly twice as large for the entire year 2026.

On top of that, erratic demand. European citizens are questioning the consequences of this conflict on their short- and medium-term lives. Travel becomes less of a priority. Airlines had to, as summer approached, keep prices low to fill their planes.


Volotea in Serious Trouble and Ryanair Announces a Surge in Fares

This endless conflict no longer amuses anyone in aviation, especially on the low-cost side.

On its side, Volotea informed its French pilots, who were striking, that it must cut back its activities at numerous French bases due to the soaring kerosene costs.

In their latest report, the Spanish accountants for the low-cost airline wrote there is a “significant uncertainty regarding the continuation of the company’s operations,” while its equity, negative by 77.5 million euros, could “lead to dissolution for commercial reasons.”

A rescue plan is put in place in 2026. Volotea found €71 million from its shareholders, but it had initially hoped for €100 million.

It has also reached an agreement with its creditors to defer payments totaling €49.3 million. Negotiations are also underway to obtain an additional €25 million in financing, through loans.

Volotea weakened, easyJet acquired and Ryanair… rebusiness modeled!

Regarding the latter, its boisterous CEO recently stated that if oil prices stay high until next year, I think there will be a significant rise in airfares.

The Irish carrier saw its profits drop by 34% in Q1 2026. And, given last-minute bookings, as well as promotions needed to stimulate the market, this dynamic could persist.


French Riviera: Soniho Hotel Group Bets on a Hybrid Model


Le groupe hôtelier familial Soniho poursuit sa transformation - Crédit photo : Soniho et Kevin Leinster

IFTM prenez RDV avec TourMaG


Sur le littoral des Alpes-Maritimes et du Var, le groupe hôtelier Soniho, dirigé par la troisième génération de la famille Nicoletti, affirme un repositionnement engagé autour d’une hôtellerie plus ouverte et fonctionnelle.

Loin d’un modèle centré uniquement sur l’hébergement, l’entreprise défend désormais des établissements conçus comme des espaces polyvalents, adaptés aussi bien aux clientèles loisirs qu’affaires.

Cette stratégie s’appuie sur un portefeuille de cinq hôtels 3 étoiles situés à Nice, Cannes et Fréjus, représentant près de 400 chambres.

Depuis 2024, le groupe a progressivement abandonné les enseignes sous franchise pour développer sa propre marque indépendante, Soniho, et rénover ses établissements sous cette nouvelle identité.

Le groupe s’est entouré de plusieurs acteurs locaux pour accompagner ce repositionnement, notamment des cabinets d’architecture et une agence de conseil en stratégie et communication, afin de repenser les usages et l’identité de chaque site.


Hotels designed as living spaces

Au cœur de la stratégie de Soniho, les établissements sont conçus comme des espaces hybrides réunissant hébergement, restauration et coworking. Une approche qui vise à faire des hôtels des lieux de rencontre et de partage, au-delà de la seule fonction touristique.

À Nice, l’Hôtel du Pin, situé dans le quartier du Port, illustre ce positionnement. L’établissement de 91 chambres accueille un espace de coworking et de séminaires Scool, ainsi qu’un bar-restaurant ouvert à la clientèle extérieure, participant à l’animation du site du matin au soir.

Toujours à Nice, l’Hôtel Isidore, implanté à l’ouest de la ville, développe une offre similaire avec 79 chambres et l’ouverture prévue d’un espace Scool dédié aux réunions et au travail partagé. L’établissement mise également sur une offre de restauration à forte identité culinaire.

À Cannes, l’Hôtel Abrial propose 48 chambres et un espace bar complété par une terrasse, tandis que l’Hôtel des Victoires, entièrement rénové en 2024, combine 99 chambres, restauration, bar et espaces de séminaires et coworking.

Enfin, à Fréjus, l’Hôtel Cyano vient compléter le portefeuille avec 68 chambres, un restaurant, un bar et une salle de réunion, incarnant également cette logique de lieux polyvalents adaptés à différents usages.


A hotel industry adapted to new uses

Avec cette structuration, Soniho entend répondre à l’évolution des pratiques de voyage et de travail, où les frontières entre séjour, activité professionnelle et moments de convivialité tendent à s’estomper.

Le groupe, qui revendique un chiffre d’affaires global de 11 millions d’euros, affiche également plusieurs projets à moyen terme, dont la poursuite des rénovations et le développement de nouveaux espaces de coworking au sein de ses établissements.


Amelia Brille Publié par Amelia Brille Rédactrice TourMaG.com
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Youth Hostels: Rethinking the Business Model


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

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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.