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Paris Tourism Barometer: April 2026 Stable Despite Air Travel Dip

July 21, 2026 by Amara Nambinga

Les arrivées aériennes enregistrent une baisse de 2,3% sur le mois d’avril 2026 - DepositPhotoos.com, encrier

The Paris Tourism Barometer has unveiled its figures for April 2026: 3.4 million visitors arrived in the capital.

The period was notably boosted by the Paris Marathon, the Francophone Diabetes Society Congress, and the Easter long weekend.

Hotel RevPAR, however, advanced compared with 2025 thanks to a slight increase in the average price, even as the occupancy rate fell by 0.3 percentage point.

Air arrivals nonetheless recorded a 2.3% decline for the month of April versus 2025. The business segment rose slightly (+2.7%), while the group travel clientèle dropped by 17.4%.

What about spring?

As for the May Day long weekend, it proved less dynamic than in 2025 with a 8% drop in attendance. Conversely, the May 8 weekend posted a 10.9% rise, notably driven by French visitors.

This trend is also reflected in hotel performances, with a 3.3% decrease in occupancy on the May 1st weekend, versus a 2.6% increase on the May 8 weekend.

Early estimates for the month of June point to a 10.9% decline in air bookings and a predicted 4.3% drop in hotel occupancy.

Several events are expected to support summer activity, notably The Weeknd concerts at the Stade de France in July, Bad Bunny performances at Paris La Défense Arena, and several international congresses held at Paris Expo Porte de Versailles and the Palais des Congrès.

The 2026 European Swimming Championships, staged between Paris and Saint-Denis from July 31 to August 16, should also help bolster tourist attendance during the summer.

Bon Air Club Aims to Create a New Generation of Outdoor Base Camps

July 21, 2026 by Amara Nambinga

Bon Air Club veut inventer une nouvelle génération de « camps de base » outdoor - Photo Bon Air Club

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Between glamping, sport tourism, and micro-adventure, Bon Air Club seeks to create a new category of tourist accommodation.

The young French company will open its first site in July 2026 in the Alpes Mancelles, with the ambition to roll out five outdoor “base camps” in France within five years.

Founded in 2025 by Ségolène Desplanques, Grégory Thibord and Pierre-Yves Le Gal, the company is betting on evolving traveler expectations: “We have seen several trends emerging: the rise of outdoor activities, especially among urban audiences, but also a demand for local travel with greater flexibility,” explains co-founder Ségolène Desplanques.

The concept sits at the crossroads of camping and traditional hoteliering. But the co-founder stresses the distinction from conventional outdoor-hospitality models.

“What we offer is a reconnection to nature through movement. We lean more toward outdoor sport and adventure,” she explains. The first site will eventually include 40 accommodations on eight hectares.

The concept rests on “base camps” that are open nearly year-round and designed for outdoor activities: trail, hiking, gravel biking, kayaking, rock climbing or bivouacking, all within easy reach.

The first establishment will open in Saint-Léonard-des-Bois, in Sarthe

Bon Air Club a été créé en 2025 par Ségolène Desplanques, Grégory Thibord et Pierre-Yves Le Gal - Photo Bon Air Club

The first établissement will open in Saint-Léonard-des-Bois, in the Sarthe department, in the heart of the Alpes Mancelles. Located less than two and a half hours from several major metropolises, the site has been chosen for its potential for outdoor activities.

The project, supported by Sarthe Tourism and the Pays de la Loire region, represents an investment of 6.5 million euros.

The base camp will include, at opening, 36 accommodations, a central refuge with a restaurant and an indoor climbing wall, a forest spa and several convivial spaces.

To reinforce the outdoor dimension, the site will also offer rental equipment and various gear dedicated to sports activities.

“We have an outdoor center with equipment at disposal, bikes, climbing gear, bivouac kits or gear for heading out even when it rains,” details Ségolène Desplanques.

Funding rounds completed with bank financing.

To finance its development, Bon Air Club has carried out several fundraising rounds, complemented by bank financing.

“We carried out two fundraisings in parallel: one for the holding company and another to fund the first site,” explains Ségolène Desplanques.

According to the co-founder, the financing of the first base camp rests mainly on a banking pool comprising three institutions, supplemented by private investors and regional support.

“The order of magnitude is around 7 million euros of investment per site,” she notes.

One site per year to build a national network of five base camps

Ultimately, Bon Air Club plans to open one site per year to establish a national network of five base camps.

The company favors redeveloping existing sites rather than building on virgin ground, particularly due to constraints linked to zero net artificialization (ZAN).

“Starting from virgin land to launch a tourism offer has become almost impossible today,” says Ségolène Desplanques.

The leader mentions notably taking over former holiday villages or small quirky accommodation facilities facing economic difficulties: “Many project developers struggle to endure over time without scaling up to a size that would allow hiring employees,” she notes.

Institutional Tourism Crisis: Could the Private Sector Be the Solution?

July 20, 2026 by Amara Nambinga

Tourisme institutionnel : un secteur en quête de légitimation... Atout France comme exemple à suivre ? - Depositphotos.com, 3d_generator

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More than six months after the melodrama that shook institutional tourism with the hypothetical closure of the Val-de-Marne Departmental Tourism Committee, the sector is sinking deeper into crisis.

Admittedly, the structure has not yet closed its doors, but it must operate without the department’s 900 000 euros subsidy, which greatly jeopardizes its future.

And if Val-de-Marne Tourism is still standing, Solutions & Co. is no longer.

The Pays de la Loire Economic Development Agency, which encompassed the Regional Tourism Committee, was liquidated, because the region “does not have the means to maintain such an agency“.

Its president explained to our colleagues at La Tribune that France has entered “the era of exigency, where every public euro must be a useful euro“. Tourism professionals will appreciate being described as useless.

Ce n’est pas tout, car Gironde Tourisme va connaître le même sort.

If the explanation lies in the department’s heavy deficit, the mayor of Lacanau regards the CDT as “useless” and denounces a “millefeuille institutionnel“, unable to “implement a concrete action“.

A sector seeking legitimacy: Atout France as a model to follow?

The politicization of the debate, added to exhausted public finances, seems increasingly to threaten this sphere of the tourism industry.

The presidential deadline should not really reassure the leaders and employees of the various structures, as a disengagement by the State becomes more openly acknowledged.

“The crisis is intensifying, because we are now witnessing not only budget cuts but closures as well. The fact is there. Communities have less money.

In this context, and to stem the bleed, the profession should come together and propose measures to rationalize what sometimes resembles an institutional mille-feuille“, contextualizes Jean Pinard.

“It would be possible to better distribute the housing tax. Imagine that in Paris, out of the 120 million euros in revenue from this tax, only 4 million goes back to the tourism office.

We should also question private players: how to mobilize Club Med, Belambra and all those actors who keep the destinations alive.”

While some operators struggle to justify their budgets and their missions, faced with the rise of artificial intelligence, networks and the omnipresence of OTAs, public authorities have a free hand to cut budgets, or even eliminate levels.

Among these bad news, there are nonetheless solutions, as notably demonstrated by Atout France’s GIE.

Founded in 2009, the group of economic interest (GIE) enables governance and financing of the agency to include not only the French administration but also private players.

Private funding: the Dordogne Périgord Tourism case

Atout France is not the only case study, a CDT has also taken this turn.

You have to go to the Southwest, to a territory of character offering visitors caves, castles and a plethora of the most beautiful villages in France.

It is in Dordogne that we go. In this territory, tourism is omnipresent. It represents just over one billion euros in turnover and consumption in the department each year, for 19 million overnight stays.

Volumes higher than 2019, a year when the sector simply weighed 22% of the local GDP.

“Post-Covid, with the fall in transfer duties coupled with the collapse of the real estate market, we saw our subsidies begin to drop.
The decrease is 100,000 euros for 2023, 2024 and 2025.
For us, tourism is not just about promotion or marketing; it is also about networking, animation, and support“, explains Christophe Gravier, director of Dordogne Périgord Tourism.

“We therefore created a first club on relationship marketing, where we bring along the offices. This allowed us to pool certain tools, such as the newsletter and a shared database that we manage.
Then, while discussing with on-the-ground operators the financing issue of the CDT and their needs, we realized there was private demand.”

Dordogne Périgord Tourism: “We rested on the housing tax or subsidies”

The structure thus saw 300,000 euros disappear in total over three years, out of nearly 2 million euros of annual budget. But from faint signals and discussions at events, the operator organized itself.

It launched two clubs, but above all emerged an offer based on new services capable of bringing added value to private players in the region.

“This led us to create a somewhat hybrid structure and to reinvent the CDT’s classic economic model. Being a bit provocative, I would say that, for convenience, we had relied for years on the housing tax, additional taxes, or subsidies.
This drop in budget forced us to wake up.
Either we retraced our steps into engineering, or we wanted to maintain an ability to support on the marketing and communications front. In that case, we had to do it differently.

Rather than remaining in a logic of image marketing and notoriety, we considered that this communication would be more relevant if it were invested for the benefit of professionals, in a performance-based logic“, wants to highlight Christophe Gravier.

One of the clubs addresses heritage topics, whether caves, remarkable gardens or castles.

Members pay a membership fee that funds a marketing pool, from which managers of these sites can draw to finance training actions, gain perspective on new technologies, carry out commercial outreach, or launch campaigns on social networks.

“We try to deliver a set of services with real added value, while ensuring we do not compete with the work done by tourist offices or the CRT. We operate in a cluster logic“, defines the leader.

Read: Google in AI fashion: what life without clicks or audience?

The second club focuses on iconic sites and products. It brings together the entire excellence chain, including truffles, foie gras, walnut production, as well as 4- and 5-star hospitality.

A third club is expected to be launched in 2026 on nature sports, as Dordogne is a hub for hiking and canoeing, and a fourth is under development around oenotourism.

A beneficial shift for private actors and the CDT budget

This transformation has benefited both private players and the CDT budget. In just two years, 150,000 euros were collected. Moreover, partners contribute funds allowing nearly 50% of the action plan of the organization to be financed.

A change that has not completely questioned Dordogne Périgord Tourism’s role.

“We remain the department council’s arm to deploy its tourism policy, that does not change.
Anyway, private operators have the flow, the traffic. Rather than chasing audience or imposing an image that already exists, at least for Dordogne, we come to support them and amplify the impact of their investments.

We are a small team of 15 people. We had to shift our logic to integrate a commercial, representational side into our work, and the need to bring added value. Because if the clubs bring nothing to the business leaders, next year they will not renew the experience.

We are, I think, closer to the ground and to the expectations of the actors

Huttopia Launches Its Vacation Observatory

July 20, 2026 by Amara Nambinga

Huttopia annonce la création de son Observatoire des vacances

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Huttopia has created the Huttopia Holidays Observatory, launching with a first major survey.
This research and analysis body, developed with ObSoCo, aims to fill the lack of solid data on this topic.
Here are a few figures:
Although it is often said that 40% of French people do not take holidays, the survey shows that the actual rate of non-vacation is 28%. Situations vary: only 4% are truly and permanently excluded from holidays, 11% cannot afford to go this year, but hope to be able to do so soon, and 7% make a financial or time-related choice, preferring to use their money or their time for other things, such as renovations.
Meanwhile, 6% choose not to travel by preference. However, the study reveals a strong democratization of holidays. Indeed, 74% of 18-24-year-olds used to go on holidays when they were children, compared with only 48% of those aged 65-75.

Another important point of this survey: ecology. The environmental impact is the last criterion for choosing a destination, affecting only 8% of French people.
Yet, 75% of them express strong interest in holidays centered on the outdoors and nature. Today, the term “ecological” is often seen as a constraint, whereas vacation time is linked to pleasure and freedom.

What is the aim of this survey?

The results of this first edition will be analyzed in the book “The Book of Holidays, and What They Tell Us” (co-authored by Guénaëlle Gault and Jean Viard), which will be published on June 5, 2026 by Éditions de l’Aube.

This survey will be annual to track evolutions over time. All results will be freely available online to feed public debate.

Through this Observatory, the Huttopia Foundation aims to provide a solid database to encourage public and economic actors to support universal access to holidays, through public policies for holiday camps, green classes, or affordable and locally available private offers.

Bordeaux: Saint-Michel Spire to Reopen to the Public

July 19, 2026 by Amara Nambinga

La flèche Saint-Michel signe son retour après 5 ans de travaux, Nicolas Duffaure

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After five years of renovation, the Saint-Michel spire in Bordeaux will soon be reopened to the public.

Residents of Bordeaux and visitors will be able to rediscover it starting from June 13.

They will be able to admire this Gothic-style edifice and its spire, which rises to 114 meters high, making it the fourth tallest church tower in France.

The bravest may also climb its 230 steps to behold Bordeaux from its summit, with a 360-degree panoramic view.

The Saint-Michel Spire: a renovation that took time

Beginning in 2022, the monument underwent a major restoration to repair deteriorated stone, cracks, and weak points in its structure.

The edifice had become considerably deteriorated.

To read: The City of Wine celebrates its 10th anniversary from June 4 to 7, 2026

Over the centuries, since the 15th century, the monument has undergone numerous modifications and renovations that have contributed to its fragility, a situation further intensified by weather-related hazards. It was therefore essential to undertake works to durably protect this heritage.

The project lasted nearly five years, with the spire being closed at the end of 2021 before reopening in June 2026. This duration can be explained by the scale of the mission and the height of the building.

To reach the highest parts, substantial technical means were required to perform precise work:

complete restoration of the stone claddings;

replacement of damaged stones and joints;

bring the lightning protection system up to standard;

restoration of the cross located at the very top.

TGV M to Welcome Its First Passengers in Early September 2026

July 19, 2026 by Amara Nambinga

TGV M : un début des opérations commerciales prévu en septembre 2026 - Crédit photo : SNCF Voyageurs

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Il devait, à l’instar du CDG Express, débuter son exploitation pour les JO de Paris. Finalement, les usagers français auront attendu deux années supplémentaires.

En effet, le TGV M vient de franchir sa dernière étape avant sa mise en circulation à grande échelle. La livraison des rames à la SNCF débutera dès le début de l’été.

Il a obtenu l’autorisation de mise sur le marché délivrée par l’ERA, l’Agence de l’Union européenne pour les chemins de fer.

Cette étape cruciale permet de vérifier que le matériel répond aux “exigences de sécurité et d’interopérabilité”.

“La qualité du travail préparatoire et la coopération des parties prenantes ont contribué à la bonne progression de l’évaluation, marquant un des derniers jalons vers l’entrée en service du train“, selon le communiqué de l’opérateur.

Désormais, la SNCF et Alstom, le constructeur, vont pouvoir accélérer la mise en place de ce train de nouvelle génération.

TGV M: Commercial operations slated to begin in September 2026

Thus, the delivery of the first two sets destined for operation is planned for June 2026. Four more will follow by the end of August and, in total, the carrier will have 13 sets by the end of 2026.

For train enthusiasts, you will still have to wait a few more weeks before hoping to boards this new rolling stock.

A phase of testing and adjustments in real-world conditions is essential before welcoming the first passengers.

“SNCF Voyageurs and Alstom have chosen to strengthen the commissioning arrangements by planning a several-week pre-commercial run of the first sets on the national network.

This exceptional step will mobilize hundreds of teams from the two companies in order to check every detail of the onboard experience, support the adoption of the train by the operational teams and finalize the last adjustments before welcoming the first TGV INOUI travelers“, explains the press release.

To read : SNCF: what does the TGV M look like, which will run in 2026?

While commercial operations were scheduled for July 1, 2026, according to the latest postponement, they will not take place before early September.

For reminder, the TGV M is a 100 % French-designed train in its conception and built from 97 % of recyclable materials. It will feature 740 seats in its maximum configuration, i.e., 20 % more seats.

SNCF Voyageurs and Eurostar have ordered 160 train sets.

Slow Village Aims for International Expansion with Around 30 Sites by 2030

July 19, 2026 by Amara Nambinga

Le camping SLOW VILLAGE ANDUZE, Gard - Photo Slow Village

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TourMaG – Could you introduce Slow Village?

Baptiste Bonnichon: Slow Village is a group based in Angers. Today, the group owns 14 establishments spread across France, in some of the country’s most beautiful locations, as we like to say, including 11 that bear the Slow Village brand.

Slow Village is a concept of nature-focused hotels with a premium positioning. Our approach, inspired by slow tourism, is to create living spaces and holiday destinations where people can reconnect with time, with nature, with the land, and with the terroir of the places where we operate.

To achieve this, we pursue a highly committed sustainable approach and we rely on the European Eco-label.

Also to read: Bon Air Club aims to invent a new generation of outdoor “base camps”

Slow Village: a discerning selection of implantation sites

TourMaG – You recently selected certain locations to set up campsites, notably Belle-Île-en-Mer, Île de Ré, and the Lot. Why did you choose these destinations for your investments?

Baptiste Bonnichon: We have a particular approach in our acquisitions: we always own and operate the establishment. We are very selective about the destinations we choose.

Today, Slow Village is present in Brittany, at Brignogan, on a magnificent beachside site on a hill. We are also in Pornic, in a very natural site, in Les Ponts-de-Cé, in the Loire Valley near Angers, and in Vendée near Saint-Gilles-Croix-de-Vie.

Finally, we also have sites at Biscarrosse, Oléron, Saint-Martin-de-Ré and La Couarde on Île de Ré as well as in the Périgord where we have two establishments: near Sarlat, in the Céou valley, and near Les Eyzies, close to Saint-Léon-sur-Vézère, in the Périgord Noir. Finally, in Gers, we have a site at Lamothe-Goas, but also in the Cévennes park as well as in La Roche-sur-Yon, near one of France’s most beautiful villages.

When we acquire existing establishments, we strive to stay within this charter of very beautiful places, with low density for the placement of our accommodations.

We always position ourselves next to a tourist point of interest, accessible on foot or by bike, in places that are either atypical or unique. For example, Belle-Île-en-Mer is an exceptional Breton island, well known for hiking and trail running (the Belle-Île trail exists). The site is close to the harbor, walkable, in a natural area, with the beach accessible on foot.

Île de Ré is also a place our guests love because it is preserved, with a very eco-responsible approach and many cycling routes. Already present at Saint-Martin-de-Ré, the second site at La Couarde allows us to be present in another part of the island. The beach is accessible on foot, we are 100 meters from the sea, between the salt marshes of Île de Ré and the beach. It is quite an exceptional site.

The third is the Mas de Saboth estate in the Lot valley. It is a hilltop site with an exceptionally beautiful view over the Lot, between Cahors and Saint-Cirq-Lapopie, a magnificent small village of the department. It is always with this vision in mind when we intend to establish ourselves in a region.

TourMaG – The current market is dominated by campsites or nature hotels with fewer than 300 places. Is that the establishment size you target as a priority?

Baptiste Bonnichon: Yes, we focus on sites that range between 100 and 300 places. There is a real opportunity because, among the 7,500 campsites in France, 80% are still run or owned by independents.

It is with these owners, who wish to sell their campsite, that we source our projects. These are stories we write on small, human-sized sites with a very familial dimension. It is these sites that we look at and enjoy taking over.

European Eco-Label: all sites certified this year

TourMaG – You mentioned sustainability earlier, beyond the aesthetic aspects of the places. How does that translate in practice?

Baptiste Bonnichon: Yes. First, when choosing locations, there is an ecological and environmental prism. We always study, during our acquisitions, all risks. It is a way to examine the ecological dimension. What risks does a site face: submersion risk, rising waters over time for the site’s longevity, fire risk, etc. That is the initial analysis we perform.

Next, we analyze the biodiversity present on the site and how we can best preserve it. We conduct biodiversity analyses progressively across all sites in the group.

Finally, once we have acquired the site, we rely on the European Eco-label. It is the only environmental label that remains public, issued by the European Commission. It represents 67 stringent criteria in operating models, but these elements are fully integrated into our system and linked to our operational processes.

They compel us in a concrete way to meet a broad set of environmental criteria applicable to tourism. We are the first hotel group in France to systematically use the European Eco-label across all our sites.

We launched a wave of certification across all our sites. The eco-labeling of all our sites will be completed this year. We aim for 100% of our properties to be eco-labeled.

What is particularly interesting about the Eco-label is that we must renew it every two years. At each renewal, we are required to improve, which places us in a continuous improvement process regarding the environmental dimension.

TourMaG – concretely, what kinds of work do you undertake in the campsites you purchase?

Baptiste Bonnichon: The Slow Village approach and concept means we do not run camping; we operate as a full-nature hotel experience, even though the underlying asset remains a campsite.

We pursue a far more nature-centered approach, with a focus on the quality of our accommodations. Compared with more traditional camping groups, we do not use white PVC accommodations (or they only remain temporarily until we renew them).
(or they stay only as long as we renew them gradually).

When we invest in a new site, we transform a very large portion, 50 to 70% of the accommodations, to install lodgings that meet the Slow Village standard.

This entails hotel-grade quality criteria, wooden cladding in a cabin-like style, an eco-friendly approach, large outdoor terraces, and a substantial vegetative density to offer a significant nature experience.

Then, we recreate or enhance the heart of life so that it aligns with Slow Village standards, including a modern, design-focused restaurant. The menu adheres to our standards for local production and local suppliers. We operate all of our restaurants; we are not in management. All our chefs are trained in the Slow Village culinary method, from the perspective of catering and supplier selection.

Regarding activities, the Slow Club stands in opposition to what is typical in classic club camping. Our Kids Club is heavily inspired by the Montessori method, with upcycling activities, building tipis in nature, exploring biodiversity, creating herbariums, or discovering the animals that inhabit the site to better know and protect them.

We establish educational farms at each of our sites to reconnect children and families with the rural, agricultural, and animal dimensions.

Finally, unlike many campgrounds, the heart of our concept is not a swimming pool with giant water slides. We always prioritize a water feature. For example, at Biscarrosse, one of our largest sites, there is no pool because the lake is 50 meters away, and our guests love it. In Lamothe-Goas, there are rivers right next to us, and we have recreated a natural swimming lagoon with ecological filtration, without pouring a single cubic meter of concrete, with a strong commitment to the quality of infrastructure.

Brittany: How the Ker Lorient Pass Is Revolutionizing Sustainable Tourism

July 19, 2026 by Amara Nambinga

Ker [care] Lorient, premier dispositif français inspiré du modèle danois « CopenPay, CLO & CLEM-LBST

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b[From May 18 to June 30, 2026, Lorient Bretagne Sud Tourisme innovates with “Ker [care] Lorient,” an initiative aimed at encouraging sustainable tourism anchored in the territory. ]b

Directly inspired by the Copenhagen-originated CopenPay model, the destination becomes the first in France to adopt this concept of “contributive tourism”.

Launched in the summer of 2024 in the Danish capital, the scheme aims to highlight the climate-positive efforts by tourists.

Thus, during their stay, travelers can benefit from a free lunch, a boat excursion offered, or a free bike rental, if they prefer the train rather than the plane to travel to Copenhagen, or the bike rather than the car once on site.

Back to France and to “Ker Lorient”.

Without shaming visitors, the principle is to celebrate responsible actions.

Ker Lorient: Concrete steps toward tourism with a positive impact

Vacationers who opt for a slower pace and help preserve the territory are rewarded with exclusive perks. An original invitation to explore Southern Brittany differently.

This pass, offered free of charge and sent by email after online registration, is aimed at visitors who stay at least two nights at the hotel, or three nights in a campsite or bed and breakfast, and who adopt an environmentally respectful approach.

Train, bike, hiking, boat-bus or even a car-free full day: every action counts.

In return, a network of local partners committed to sustainable practices offers specific perks and discounts.

Pass holders will, for example, have access to discounts on guided tours of the Le Minor hosiery workshop, to discounts on Sunday stays at the hotel, or to benefits with nautical operators and eco-responsible cafés in the region.

A concrete way to transform the visitor into a temporary resident and to effectively support the local economy.

Read: Slow Village aims for international expansion and about thirty sites by 2030

Youth Hostels: Rethinking the Business Model

July 19, 2026 by Amara Nambinga

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.

Bpifrance Invests in Belambra

July 19, 2026 by Amara Nambinga

Bpifrance entre au capital de Belambra - Photo Belambra

IFTM TourMaG Party

Bpifrance announces its entry into Belambra’s capital alongside the Mid Cap I fund of Antin Infrastructure Partners, now the group’s majority shareholder.

The operation aims to support the transformation undertaken by the French tourism accommodation player, while backing its development and investment projects.

This stake is achieved via the France Investissement Tourisme 3 and Large Cap funds of Bpifrance. It comes after the completion of the acquisition of a majority stake in Belambra by Antin Infrastructure Partners, the entry into exclusive negotiations having been announced on February 13, 2026.

A historic actor in tourist accommodation in France, Belambra traces its origins to 1959. Owned since 2014 by Caravelle, the group has embarked on a transformation of its model in recent years. According to the press release, this strategy accelerated from 2021 with the arrival of a new management team led by Alexis Gardy, around two main axes: modernizing the asset portfolio and upgrading the offer.

Today, Belambra operates 44 establishments in France, including 35 holiday clubs and 9 hotels. Located mainly on the coast and in the mountains, these sites serve leisure clients, groups and conferences. The group particularly highlights an all-inclusive offering including catering, activities, children’s clubs, sports activities, aquatic spaces and wellness facilities.

Continue Upgrading the Portfolio and Accelerate Opening of New Establishments in France

For Belambra, the arrival of Bpifrance marks a new milestone in its development strategy. The group intends to continue upgrading its portfolio, strengthen full ownership of its real estate assets, and accelerate the opening of new establishments in France, in the mountains as well as on the coast.

The operation also fits within the continuity of support provided by the Caisse des Dépôts, via its Banque des Territoires subsidiary.

“I would like to thank Caravelle, which has successfully supported Belambra’s transformation and upgrading in recent years. We are now very happy to welcome Antin and Bpifrance by our side,” said Alexis Gardy, president of Belambra Clubs.

According to him, “the support of Antin and Bpifrance demonstrates the confidence placed in Belambra’s trajectory and the work accomplished by the entire teams.” This new phase should allow the group “to accelerate its development, continue its investments and strengthen its presence in the most beautiful French territories.”

“This capital entry into Belambra fully aligns with Bpifrance’s investment thesis: to support and accompany structural players in the tourism sector as they transform,” say Serge Mesguich, head of the Tourism and Leisure division, and Eric Lefebvre, Large Cap director at Bpifrance.