A column by Karim Chouchane, General Director of Kars International and President of the Strategic and Prospective Council of the Tunisian-French Chamber of Commerce and Industry (CCITF):
“Tunisia reached a symbolic milestone in 2025 with 11 million tourist entries. A record figure, at first glance. But behind this performance, the reading deserves to be nuanced: nearly 4 million Algerian visitors accessed the territory by land, while air traffic stood at around 6 million passengers.
This gap raises a central question: can we sustainably grow tourism without a significant increase in air transport?
The single lever illusion
The debate on Open Sky, often presented as a miracle solution, must be placed in a broader perspective. The opening of the skies cannot, on its own, compensate for the structural limits of the Tunisian tourist offer.
The challenge goes well beyond air capacity. It lies in the depth of the tourism product: scarcity of conference and event tourism, decline in health tourism and seniors and insufficient structuring of year-round cultural programming. So many segments which determine the real attractiveness of a destination.
In other words, passengers don’t come for a flight, they come for an experience.
Underutilized airports, attractiveness in question
The Tunisian paradox is there: domestic airport infrastructures – Tabarka, Tozeur, Gafsa – under-exploited despite strong government incentives, notably the exemption from airport fees. The same is true for Djerba and Enfidha, currently under capacity and whose potential could contribute significantly to the growth of tourist activity.
This observation confirms a simple reality: air supply does not precede demand, it accompanies it. Without a differentiated and structured tourism product, no incentive policy can sustainably fill planes.
From then on, the question is not only that of flows, but that of the desirability of territories.
Competitiveness: beyond value for money
Tunisia remains well positioned in terms of quality-price ratio. But this criterion is no longer sufficient in a globalized and highly competitive market.
The competitiveness of a destination is now based on a complete chain: accessibility, fluidity of routes, quality of infrastructure, richness of the offer, readability of the programming.
As such, airport performance becomes a strategic lever. The aircraft turnaround time and the length of time passengers spend in the terminals are determining factors.
Reducing waiting time – from three hours to one hour thanks to digitalization and simplification of routes – is a key factor in capturing a clientele with high added value, particularly short breaks.
Governance and regulation: structuring reforms
The development of Tunisian air transport remains constrained by bilateral agreements which limit the opening of lines and the flexibility of the market. But beyond this framework, a governance reform is necessary.
Three institutions play a central role: OACA, DGAC and ONTT. They are undeniably linked to the various authorities, police and customs in the first place. Their action must be part of a logic of operational complementarity, serving a unified (global) destination strategy.
The DGAC, in particular, would benefit from strengthening its independence and broadening its role, in accordance with ICAO standards. Beyond its security and safety missions, it must become a player in economic regulation and the development of the sector.
Airport fees, the main source of financing, must be optimized to support investment, particularly in human and technical resources.
A national company as a locomotive
In this ecosystem, a successful national company remains a structuring lever. It acts like a locomotive, ensuring connectivity, supporting flows and strengthening the overall competitiveness of the destination.
Tunis-Carthage: strategic showcase
Tunis-Carthage airport must embody the level of ambition of the destination. Today in a situation of functional saturation, it requires in-depth modernization, meeting international standards and passenger expectations.
Human capital: anticipating the next generation
Another challenge, quieter but just as strategic, concerns skills. The Tunisian aviation sector faces imminent generational renewal. Hence the need to structure an ambitious training offer, capable not only of ensuring succession, but also of positioning Tunisia as a regional training hub for aviation professions.
Towards a transversal strategy
Ultimately, the key lies in an integrated approach. Tourism and air transport can no longer be thought of in silos. Their development must be part of a transversal strategy, involving other sectors, starting with culture without forgetting the involvement of professional federations and the regions in the development of the vision of the Tunisia destination and in particular the development of domestic tourism.
Program, structure, promote: it is by building a readable and continuous offer – festivals, events, circuits – that Tunisia will strengthen its attractiveness.
Horizon 2030: changing paradigm
The goal is not simply to increase the numbers. It’s about transforming the model. Moving from a logic of volume to a logic of value. From a segmented approach to a systemic vision. And from a debate centered on Open Sky to a global attractiveness strategy.
Improving competitiveness and performance does not necessarily involve lowering prices. For example, optimizing flight turnaround time makes it possible to increase the number of rotations, and therefore generate more revenue.
This is not just a Handling mission, but a collective approach involving all stakeholders. Concerted reflection between all stakeholders is essential to identify and implement sustainable levers for improvement.
It is at this price that Tunisia will be able to sustainably place its tourism in a trajectory of qualitative growth, driven by air transport fully aligned with its ambitions.”
Karim Chouchane
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