Inter-island air connectivity today represents one of the greatest challenges to the development of sustainable tourism in the Caribbean region. Getting around between the islands of the Caribbean remains a complex task, despite the region’s considerable tourism potential. This is as true for international travelers as it is for local residents, for whom getting from one island to the next can be an obstacle course.
The current state of air connectivity in the Caribbean
The Caribbean airline industry has undergone profound upheaval in recent years. Historic players such as Air Antilles and LIAT have gone through major crises, with the latter even liquidated in June 2020. This situation has created a considerable gap in inter-island services, particularly felt between the region’s French-, English- and Spanish-speaking territories.
Air Caraïbes now operates a number of routes, notably between Guadeloupe, Martinique and Saint-Martin, but the overall offer remains insufficient to meet demand. New initiatives are emerging, however, such as Air Adelphi, which recently inaugurated a regular service linking Martinique with Saint Lucia and Saint Vincent and the Grenadines, filling a gap left since 2019.
Structural barriers to inter-island connectivity
Several factors explain the difficulty of establishing a coherent air network in the Caribbean. Firstly, the political and linguistic fragmentation of the region, with territories under different jurisdictions (French departments, British territories, independent states), complicates the harmonization of aviation regulations.
Secondly, the modest size of island markets makes it difficult to make air routes profitable. This fragile economic reality, based essentially on tourism and turned towards the outside world rather than intra-regional trade, is a major obstacle to efficient inter-island air connectivity.
The economic challenges of inter-island air connectivity
Inter-island air connectivity plays a crucial role in the economic development of the Caribbean. Every direct flight between two islands represents an open door to new tourism and business opportunities. Improved connectivity would make it possible to capitalize on the specific characteristics of each territory, and promote the gastronomic and cultural riches specific to each island.
The potential economic impact is considerable: the air sector currently accounts for 3.6% of regional GDP, supports 8.3 million direct and indirect jobs and generates $240 billion. Improving inter-island air connectivity could significantly boost these figures by facilitating the movement of tourists and professionals throughout the region.
The untapped potential of multi-destination tourism
One of the great untapped potentials of the Caribbean lies in multi-destination tourism. At present, most visitors limit their stay to a single island, due to the lack of convenient and affordable air links between the territories. Yet the archipelago’s cultural, natural and historical diversity is a major asset that could be better exploited through multi-island tours.
Initiatives such as the CARIBSKY alliance, formerly grouping Air Antilles, Winair and LIAT, aimed to facilitate this type of tourism by offering a “one-way ticket to the Caribbean”. Although this specific project was compromised by the difficulties of the participating airlines, the idea remains relevant.
Towards sustainable aviation in the Caribbean
Faced with environmental challenges, Caribbean aviation is gradually making the transition to more sustainable practices. The region’s airlines have reduced their fuel consumption per passenger kilometer by 28% since 2011, thanks to fleet renewal and improved operational efficiency.
Initiatives such as Green Pilot® certification recognize the efforts of airlines developing robust carbon reduction programs in their operations. This transition to greener aviation is essential to ensure that improved inter-island air connectivity does not come at the expense of the fragile environment of the Caribbean islands.
The challenge of operating costs and profitability
One of the main obstacles to inter-island air connectivity remains the weakness of the business model. Regional airlines face high fixed costs (salaries, maintenance, airport taxes), which are not sensitive to passenger volume. Flight fares vary from 50 to 150 euros one way, which represents a a real obstacle for residents, especially in areas with low purchasing power.
A round trip between two islands can be equivalent to several days’ wages for a local worker. Conversely, some very short sea crossings are still affordable, costing around 8 to 15 euros. But these connections are limited. This situation makes intra-regional mobility difficult, and hinders the development of sustainable, multi-destination tourism in the Caribbean.
Initiatives and partnerships to improve regional connectivity
In the face of economic and logistical challenges, airline alliances are emerging as a promising solution. New collaborations are emerging, such as the partnership between Winair and Air Caraïbes, or the expansion of networks like InterCaribbean Airways. These initiatives aim to improve inter-island air connectivity by pooling resources.
Governments and regional organizations have a crucial role to play. The World Bank is contributing to this effort with projects such as the “Caribbean Regional Air Transport Connectivity Project”, which has awarded $159 million to several countries to enhance air transport safety and airport infrastructure resilience.
Future prospects for inter-island air connectivity
The future of inter-island air connectivity in the Caribbean will necessarily involve innovative solutions. Companies like Air Inter Îles are developing new premium shuttle services with aircraft adapted to short distances, such as the TECNAM P2012 STOL.
Digital technologies also offer interesting prospects, with integrated booking platforms making it easier to combine different flight segments between partner airlines.
Inter-island air connectivity represents both a major challenge and a tremendous opportunity for the development of sustainable tourism in the Caribbean. The obstacles are many: political fragmentation, economic difficulties for airlines, high operating costs and environmental challenges.
The stakes are high: the aim is not only to facilitate travel for tourists and local residents, but also to create the conditions for more balanced, environmentally-friendly economic development throughout the region. By strengthening air links between the islands, a more inclusive and sustainable tourism model can emerge, enhancing the richness and diversity of each territory while promoting greater regional cohesion.
KLM Royal Dutch Airlines inaugurates a new route between Europe and Guyana, marking a decisive step forward in the air integration of this South American country. Thanks to this direct flight from Amsterdam, with a stopover in Sint Maarten, Georgetown is now more accessible, both for travelers and for the business community.
Accelerated growth in air travel since 2020
In recent years Guyana is undergoing a significant transformation in its air transport sector. Several international airlines, including KLM Royal Dutch Airlines. This new dynamic has made it possible to expand the range of flights on offer, while lowering costs for customers. This new dynamic is helping to expand the range of flights on offer, while lowering costs for customers.
A necessary distinction with French Guiana
Often confused with French Guiana. Guyana is a sovereign state with a history marked by British and Dutch influences. Its English-speaking capital, Georgetown, reflects this singularity within the South American continent. The flight operated by KLM Royal Dutch Airlines therefore responds to a specific logic, distinct from the issues specific to the neighboring French territory.
Route details Amsterdam - Georgetown
The service offered by KLM Royal Dutch Airlines plans two weekly rotations, on Wednesdays and Saturdays. Flight KL789 leaves Schiphol at 9:45 a.m., making a stopover in Sint Maarten, before continuing on to Georgetown, where it lands at 4:25 p.m. The return flight is by direct overnight flight. The return flight is a direct overnight flight, considerably reducing the journey time between Europe and Guyana to less than ten hours.
The Airbus A330-200 used on this route offers 18 seats in Business class and 246 in Economy class. This choice guarantees passengers a level of comfort in line with international standards and seamless access to the intercontinental network of KLM Royal Dutch Airlines.
Major economic and tourism benefits
The launch of this route by KLM Royal Dutch Airlines is part of a wider national strategy. President Irfaan Ali hailed a step forward that goes beyond simple passenger transport: it also involves developing trade, freight and diplomatic connections.
Guyana’s aviation sector already generates over $116 million for the country’s GDP and supports around 5,000 jobs. The presence of KLM Royal Dutch Airlines in this context further strengthens the country’s position as an up-and-coming player in the region.
One ambition: to reach 3 million passengers
By 2030, the Guyanese government is forecasting a spectacular increase in traffic, with a target of three million passengers a year. This ambition is accompanied by a vast program to modernize airport infrastructures and open up new routes. KLM Royal Dutch Airlines plays a key role in this shift towards greater international connectivity.
Guyana, the new regional crossroads?
With eleven airlines now serving its territory – compared with just six four years ago – Guyana is positioning itself as a potential regional hub. Linking South America to Europe, KLM Royal Dutch Airlines is directly involved in this geostrategic vision.
This opening also represents an opportunity for local companies, who can now consider exporting to the European market, while benefiting from improved logistics times. For travelers, the gains in accessibility and flexibility are obvious.
Cooperation welcomed by both sides
The inauguration of the flight by KLM Royal Dutch Airlines was enthusiastically welcomed by local and Dutch authorities. The Minister of Public Works, Juan Edghill, saw it as a validation of the efforts being made to modernize the aviation sector. For his part, the Dutch ambassador, Walter Oostelbos, emphasized the importance of the diplomatic and economic rapprochement that such an initiative enables.
Dirk Buitelaar, regional representative of Air France KLM, underlined the human importance of this new link, capable of bringing communities together across continents. The inaugural flight gave rise to a symbolic reception, marked by warm exchanges and high local visibility.
Looking to the future
With this route, KLM Royal Dutch Airlines confirms its commitment to connecting strategic growth regions. Thanks to this strengthened position on the air transport map, Guyana is opening up new prospects for tourism, trade and international cooperation.
Offering direct and regular access to Europe, KLM Royal Dutch Airlines is not just adding a new route to its network: it is actively participating in Guyana’s integration into the world’s major air flows. An initiative that could well reshape the region’s air traffic balance.
The expansion of theAmerican Airlines network marks a milestone in connectivity between the United States and the Cayman Islands. This new daily service between Miami and Grand Cayman, which will begin on October 6, 2025, is not just another announcement: it embodies the desire to connect two major hubs, while meeting a growing demand from travelers in search of sun, heavenly beaches and new experiences.
A new daily service: Miami - Grand Cayman
From October 6, 2025, American Airlines will offer a daily flight between Miami International Airport (MIA) and Grand Cayman’s Owen Roberts Airport (GCM). Arrival in Grand Cayman is scheduled each evening at 7:05pm, with a return flight the following morning at 8:30am. This frequency, in place until November 1, 2025, offers unprecedented flexibility for travelers, whether tourists or residents wishing to reach Miami with ease.
Why is this route so strategic? Miami has always been a privileged gateway to the Caribbean. By adding this evening flight, American Airlines is not only meeting strong seasonal demand, but also facilitating connections for those arriving from other US or international cities, making Grand Cayman more accessible than ever.
A bet on growth: the reasons for expansion
This expansion byAmerican Airlines is no accident. According to Gary Rutty, Deputy Prime Minister and Minister of Tourism and Business Development for the Cayman Islands, this increase in air capacity is the fruit of an ambitious strategy led by the Department of Tourism. The aim? To support the growth of the sector, attract new visitors and offer more options to residents.
The choice of launching this flight during a traditionally quieter period (October-November) is also revealing: this is a full-scale test, a “preamble” to the high winter season. Tourism Director Rosa Harris sees it as an opportunity to demonstrate the market’s potential, and to encourage American Airlines to make the route permanent if it proves successful.
Concrete benefits for passengers
This new American Airlines service brings tangible benefits. Firstly, it facilitates same-day connections via Miami, a major advantage for travellers coming from different parts of the United States or elsewhere. No need to wait overnight in Miami: the sequence of flights becomes smoother and more convenient.
Secondly, residents of the Cayman Islands now have an additional option for traveling to Miami, whether for business, study or leisure. This added flexibility is welcomed by local authorities, who see it as a lever for boosting trade and strengthening ties between the two destinations.
In terms of fares, American Airlines offers round-trip economy class tickets from US$325 between Miami and Grand Cayman, making this trip attractive and accessible to a wider public.
American Airlines' commitment to the region
The initiative doesn’t stop there. American Airlines has also announced an increase in its daily flights between Chicago O’Hare and Grand Cayman from December 18, 2025, until April 2026, the peak tourist season. This strategy is part of a wider expansion drive, with new routes and a significant increase in capacity to sun destinations.
The close collaboration between American Airlines and the Cayman Islands Department of Tourism was decisive. At the CAPA Airline Leader Summit – Americas and the GAD Americas Summit in April 2025, local teams were able to convince the airline’s decision-makers of the strength of the market and its growth prospects, highlighting the forthcoming increase in the hotel offer and the boom in vacation rentals.
Future prospects for tourism in the Cayman Islands
The arrival of this new American Airlines flight comes at a time of unprecedented tourist dynamism for the Cayman Islands. In 2025, the destination has already recorded a 5.3% year-on-year increase in visitors, with over 144,000 tourists welcomed in the first quarter. The United States remains the main outbound market, accounting for over 83% of arrivals.
At the same time, the hotel offering continues to expand: the forthcoming openings of the Grand Hyatt, the Kailani Grand Cayman (Curio Collection by Hilton) and the 1GT Hotel promise to attract a diverse clientele, from business travellers to families in search of relaxation.3. Summer promotions, such as the “seventh night free”, further enhance the destination’s appeal.
This dynamism is matched by a varied calendar of cultural and sporting events, from the Flower Sea Swim to music and art festivals, offering visitors a thousand and one reasons to (re)discover Grand Cayman.
American Airlines’ new daily service between Miami and Grand Cayman symbolizes much more than just an additional flight: it reflects the industry’s confidence in the potential of the Cayman Islands, and its desire to build lasting bridges between the United States and this pearl of the Caribbean. Whether you’re a seasoned traveler or a curious traveler in search of adventure, this new route offers unprecedented flexibility and accessibility, while supporting local economic growth. It remains to be seen whether this gamble will be transformed into a lasting success… but one thing is certain: the skies are opening up, and the horizon is widening for Grand Cayman thanks to American Airlines.
New impetus for the Paris-Orly - Saint-Martin Juliana service
Air Caraïbes is relaunching the direct Paris-Orly – Saint-Martin Juliana service from December 2025. This announcement is sure to delight both regular travellers and those curious about the Caribbean. After a three-year hiatus, the airline is making a comeback on this route, responding to growing demand for direct, reliable and regular flights between France and the Dutch part of Saint-Martin. This relaunch marks a turning point in Air Caraïbes’ strategy, as it aims to strengthen its presence in the coveted transatlantic market.
Why have we been waiting for this return?
The suspension of the route in 2022 had left a gap, temporarily filled by Air France. But for many travelers, Air Caraïbes ‘ unique service was missing. The announcement that the service would be resumed in 2024 raised hopes, which were quickly dashed by the cancellation due to economic uncertainty. This time around, the airline is back with a solid offer, buoyed by a more favorable context and a sharp rise in tourist and family demand.
Details of the direct Paris-Orly - Saint-Martin Juliana service
Frequencies, schedules and device type
From December 12, 2025, Air Caraïbes will offer three flights a week, on Mondays, Wednesdays and Fridays, between Paris-Orly (ORY) and Princess Juliana airport (SXM). Departure from Orly is at 11:45 a.m., arriving in Saint-Martin at 3:45 p.m.. The return flight takes place at 6:30pm, arriving in Paris at 7:40am the following day. The flights will be operated by Airbus A330-200, an aircraft renowned for its reliability and comfort, configured to seat 303 passengers.
Three classes for all traveler profiles
On board, Air Caraïbes offers three distinct classes to meet every need:
- Soleil Class: 267 seats for travelers looking for an attractive fare without compromising on quality.
- Caribbean class: 24 premium seats for those who want more space and services.
- Madras Class: 12 seats dedicated to business travelers or those looking for an upscale experience.
Rates and opening of reservations
Bookings for this route have been open since May 12, 2025. Return fares start at 699 euros in Soleil class, 999 euros in Caraïbes class and 1,999 euros in Madras class. This fare policy means that everyone can find an offer to suit their budget and expectations, while benefiting from the airline’s expertise.
A dual gateway to Saint-Martin and the Caribbean
Complementing the regional network
Air Caraïbes doesn’t just fly from Paris to Saint-Martin. The airline already operates daily flights to Grand-Case as part of its regional network. This dual approach – long-haul to Juliana and regional to Grand-Case – strengthens the island’s connectivity and offers travelers greater flexibility.
Connections to neighbouring islands
Thanks to code-share agreements with Winair, St-Barth Executive, St-Barth Commuter and navigAIR, the airline facilitates connections to other Caribbean destinations such as Saint-Barthélemy, Saint-Domingue, Marie-Galante and Sainte-Lucie. This strategy makes Saint-Martin a true gateway to the entire Caribbean basin, for both air and sea travel.
Strategic reasons for Air Caraïbes' return
A favorable economic and tourism context
When the airline suspended the route in 2022, it was partly due to soaring fuel costs and uncertain profitability. Today, lower operating costs, combined with growth in tourist and family traffic, have created the conditions for a winning return to this strategic route.
Competitive positioning
In the absence of the airline, Air France had doubled its frequencies on the route, benefiting from a virtual monopoly. The return of Air Caraïbes has rebalanced the offer, to the benefit of passengers who can now take advantage of increased competition, synonymous with better service and more attractive fares.
What this means for travellers
More options, more flexibility
With three direct flights a week, travelers benefit from greater flexibility in organizing their stays, whether they’re traveling for leisure, family or business. The possibility of combining a long-haul flight with regional connections greatly simplifies travel in the Caribbean.
Renewed on-board comfort
The airlines’ Airbus A330-200 offers modern comfort, with spacious cabins and services adapted to each class. Whether you choose the Soleil class for its excellent value or the Madras class for a more exclusive experience, every passenger benefits from the attention and professionalism for which the airline is renowned.
A new lease of life for connectivity between Paris and Saint-Martin
Air Caraïbes makes a remarkable comeback on the Paris-Orly – Saint-Martin Juliana route. This long-awaited resumption offers travellers a new, reliable, flexible and comfortable alternative for reaching the Caribbean. Thanks to an affordable fare policy, a three-class offer and optimized connections, the airline is consolidating its role as a bridge between France and the West Indies. This return is not only good news for passengers, it’s also a strong signal for the region’s tourism and economic development.
A technological shift to better serve regional and international logistics
Caribbean Airlines Cargo has formalized a strategic partnership with digital booking platform cargo.one, marking a new stage in its modernization. This initiative places the company at the heart of a structural change in air freight transport, relying on digital tools to improve access, speed and transparency of operations.
A concrete response to freight forwarders' requirements
The collaboration between Caribbean Airlines Cargo and cargo.one are based on a shared observation: freight forwarding professionals need simple, reliable and accessible tools. Thanks to the cargo.one interface, freight forwarders can now consult available capacities, generate instant quotes, book shipments and track shipments in real time, without cumbersome administrative formalities.
This new way of working encourages more fluid customer relations. It also responds to a strong demand from the sector, where speed of execution has become as important as quality of service.
A strategy rooted in North American hubs
The choice of access points is not insignificant. Miami, New York and Toronto, three major hubs for Caribbean Airlines Cargo. The cargo.one network facilitates connections to markets in Jamaica and Trinidad & Tobago. Integration with cargo.one optimizes freight management between these logistics centers and Caribbean destinations, while boosting supply chain efficiency.
For North American forwarders, this configuration represents a significant time-saver, with better anticipation of flows and reduced shipping times.
A platform designed for market realities
The technical solution provided by cargo.one is more than just a digital showcase. It adapts to the particularities of regional air freight, with functionalities designed for flexibility and clarity. This choice enables Caribbean Airlines Cargo to offer a quality service, even in complex or constrained logistical contexts.
This pragmatic approach, focused on concrete user needs, consolidates the company’s reputation in an environment where standards are rapidly evolving.
A global growth driver
For Marklan Moseley, the airline’s General Manager Cargo, this partnership is part of a clear ambition: to make Caribbean Airlines Cargo a key player not only in the Caribbean, but also on the world stage. By digitizing its offer, the company is opening up to a wider market, while optimizing its internal processes.
On the cargo.one side, co-founder Moritz Claussen believes that this integration will enable freight forwarders to take full advantage of the capacity of the Caribbean network, while reducing operational friction.
Modernization for competitiveness
The entry of Caribbean Airlines Cargo into the world of digital booking represents a strategic step forward. It strengthens our competitiveness, particularly in the face of global operators already committed to digitalization. But it also reflects a determination to remain faithful to a regional mission: to efficiently link Caribbean territories, without sacrificing technical excellence.
Outlook: between regional consolidation and global openness
This partnership opens up concrete prospects: continuous improvement of the offer, expansion into new markets and development of even more efficient tools for forwarders. By focusing on digital efficiency, Caribbean Airlines Cargo anticipates the future needs of a changing industry, while consolidating its role as a logistics gateway between the North and the Caribbean.
The alliance between Caribbean Airlines Cargo and cargo.one embodies much more than just a technical partnership: it is a structural evolution in the way air freight can be thought of, managed and improved. By combining regional expertise and digital solutions, the company is asserting its willingness to adapt without abandoning its fundamentals. A strong signal, in a sector where technological agility is becoming a criterion of sustainability.
Saint Barth Commuter was set up in 1995 in response to an urgent need: to provide Saint-Barthélemy with a reliable air transport service, following the disappearance of Air Saint-Barth. At the time, the island had no aircraft dedicated to medical evacuations, nor any means of rapidly linking up with neighboring territories. Under the impetus of aviation enthusiast Bruno Magras, the company began with on-demand flights, before launching regular routes in 1998 to Grand-Case, Juliana and Antigua.
More than just a company, Saint Barth Commuter is rapidly establishing itself as an essential infrastructure for island cohesion. Aviation has become a public service in its own right, enabling the population to stay connected, receive medical care and support the local economy.
A family tradition at the service of the region
The history of Saint Barth Commuter is inseparable from that of the Magras family. Although Bruno Magras was the initiator, it is his son Bertrand who today steers the company with the same rigor and a strong attachment to the local identity. The company remains on a human scale, with 32 employees, all committed to a service mission rooted in the day-to-day reality of Saint-Barthélemy.
This family continuity guarantees the company’s strategic stability and adaptability to the island’s needs. Every decision we take is based on a territorial rationale: to improve mobility, enhance safety and anticipate the needs of the population.
Missions that go far beyond scheduled transport
Saint Barth Commuter fulfils several essential functions, which distinguish it in the regional aerial landscape:
- Passenger transport: with regular services to Saint-Martin (Grand-Case and Juliana) and Guadeloupe, the company facilitates business, personal and tourist travel. On-demand flights enable us to adapt to specific situations, even outside normal business hours.
- Airfreight: this service ensures the transport of goods that are crucial to the island’s supply, particularly in the event of maritime disruptions or urgent needs.
- Medical evacuations: thanks to a fleet available on site, urgent medical interventions can be carried out as quickly as possible – a vital issue for an isolated island.
A fleet designed for local realities
With five Cessna Grand Caravans and a sixth on order, Saint Barth Commuter is banking on reliability and performance. These aircraft are perfectly suited to the demanding topography of Saint-Barthélemy airport, where landing conditions require both technical precision and knowledge of the terrain.
The company is continually investing in fleet maintenance and modernization. The increase in capacity comes against a backdrop of rising traffic: +27% passengers carried in the first quarter, proof of public confidence.
In the face of competition, a service-centred approach
In a regional context marked by competition from airlines such as Winair, Saint Barth Commuter has established itself as the island’s second largest air operator, thanks to a strategy based on quality, regularity and proximity. This position is not the result of a price war, but of a relationship of trust established with customers.
The constant attractiveness of Saint-Barthélemy, combined with the island’s logistical and health needs, means that the company is constantly on the lookout for ways to improve, adapt to regulatory changes and anticipate climatic or economic challenges.
A sustainable, structuring vision
Saint Barth Commuter’s future lies in the continuity of its historical commitment. The company is positioning itself not just as a carrier, but as a strategic player in local development. Its objective remains clear: to guarantee equitable access to mobility services, without ever compromising on safety, customer care and responsiveness.
Maintaining the island’s sovereignty in terms of transport also depends on its ability to control a suitable air mobility tool, locally controlled and managed in the general interest.
For thirty years, Saint Barth Commuter has embodied much more than a means of transport. It symbolizes a vital link between the island and its regional partners, an unwavering commitment to its inhabitants and a rare ability to combine entrepreneurial vision, operational excellence and territorial roots. In a Caribbean region whose equilibrium is often fragile, this airline plays a discreet but fundamental stabilizing role.
Martinique takes a major step forward in its tourism diversification strategy with the announcement of a direct service between Quebec City and Fort-de-France, operated by Air Canada from December 7, 2025. This new service joins existing routes from Montreal and Toronto, consolidating links between the French Caribbean and Canada’s French-speaking province.
A strategic step towards market diversification
For Bénédicte Di Géronimo, President of the Comité Martiniquais du Tourisme (CMT), this new direct link represents a major step forward in the CMT’s vision: “Our ambition is clear: to reduce our dependence on the French market and open up new outbound markets on a long-term basis. Canada, and in particular the province of Quebec, is a natural partner with which we share a language, cultural affinities and a strong sense of complementarity.
She stresses the structural importance of this strategy: “It’s not about one-off operations, but about building lasting relationships with airlines, agencies, the media and travellers. This line with Quebec City is the fruit of a dialogue that began several years ago, and the start of a new cycle. “to convince the airlines. It’s also about seizing opportunities,” emphasizes Bénédicte Di Géronimo – the driving force behind this initiative with SAMAC, the operator of Aimé Césaire airport.
“This line opening is an excellent signal. It shows that the development of tourism in Martinique is on the right track, with clear market diversification choices. She reminds us that the challenge is also to make these services sustainable: “We have to keep working, so that our various projects eventually come to fruition and become part of the long term.”
This new route has a clear objective: to diversify tourist flows beyond the French market, which still accounts for 68% of stayover tourists. Canada, which is growing strongly (+44% between 2019 and 2023), has demonstrated its potential, thanks in particular to an active, French-speaking clientele interested in long stays.
Means to ensure continuity
From December 2025 to April 2026, the weekly Sunday flight between Quebec City and Fort-de-France will be operated by a 169-seat Boeing 737, with a top-of-the-range business class. In all, more than 7,000 seats will be offered.
To support the launch, SAMAC provided logistical and financial assistance, including reduced airport charges for 24 months, local marketing campaigns, and easier passenger handling.
Nathalie Sébastien, Chairman of SAMAC’s Management Board, comments: “Aimé Césaire airport is designed to handle up to 3 million passengers. Everything has been thought out to ensure that this new line fits in perfectly, optimizing logistical, human and technological resources.” She adds: “We’re going to support the line’s long-term viability through two levers: marketing support to develop the flow out of Martinique, and financial support to encourage Air Canada.”
Real teamwork
According to Valérie Césarine, SAMAC’s Sales and Marketing Director: “This hard work has brought us good news in terms of connectivity. It’s a collective success that reflects the commitment of an entire region.
This success is based on a joint mobilization. ” All SAMAC departments were called upon to welcome this flight in the best possible conditions: from the Aeronautical Development department, which piloted the project with Air Canada, to the operations teams preparing the facilities for the new time slots, or the IT department for the integration of passenger processing systems, the legal and accounting departments for adjusting the contracts and terms and conditions of charges, not forgetting airport compliance, essential for guaranteeing the safety and fluidity of operations,” insists Valérie Césarine.
A clear focus on gastronomy and nature
CMT has chosen two pillars to build a strong identity with the Canadian public: gastronomy and biodiversity. “It’s important to be visible in a territory that’s sending out messages.
Legibility creates almost indestructible links,” defends Bruno Brival, General Manager of the CMT. This strategy is reflected in the Martinique Gourmande festival, as well as in targeted campaigns and trade shows.
An ambitious marketing strategy supported by CMT
Gaëtan Paderna, CMT Marketing Director, adds: “We’ve already mobilized hoteliers, rental companies and activity providers to build a competitive, easy-to-understand offer.
He explains: “Our strategy is based on two complementary levers. On the one hand, targeted campaigns for the general public in the province of Quebec, using billboards, digital media, media partnerships and events such as the Martinique Gourmande festival. We also work closely with travel professionals: agents, tour operators and distributors, whom we train, accompany and bring to Martinique for familiarization trips. This helps anchor Martinique in the travel options of Canadians.
Air Canada believes in Martinique's potential
Air Canada asserts itself as a key partner in Martinique’s air development. Alexandre Lefèvre, Vice President, North American Network Planning, underlines the importance of this opening: “Opening this route is a real gamble, but the Quebec market has a natural affinity with Martinique. We want to offer a warm, authentic French-speaking destination.
He points out that this new route is part of a wider dynamic of traffic growth to Martinique: “With routes departing from Montreal, Toronto and now Quebec, our commitment is growing. We’ve recorded high load factors, and we’re seeing a real craze for the destination.
This direct flight from Quebec City is also a response to strong logistical demand: “Many travellers from the Quebec City region used to have to travel several hours to Montreal. From now on, they’ll benefit from a non-stop flight on Sundays, under optimum conditions, with our Boeing 737 equipped with a top-level business class.”
Air Canada also plans to support the route through commercial partnerships with tour operators, hoteliers and Air Canada Vacances. “There’s no guarantee that a route will endure, which is why we need to mobilize the entire chain. But we believe in Martinique’s potential, and we’re ready to work hand in hand with its stakeholders.”
A high-contribution customer base
The figures speak for themselves: 35,325 Canadian tourists in 2023.
Their profile?
– 64% are aged between 25 and 54,
– 56% are managers or employees,
– 17% retired.
On average, they spend 11 days in the area, sometimes more when teleworking, and spend around €1,110 per person.
Towards sustainable, shared success
This new service marks a significant step forward for Martinique. It consolidates its position in the Canadian market, enhances the value of its identity, and illustrates the strength of strategic cooperation between institutions, airline operators and socio-professionals. All that remains now is to make this route a lasting success.
Three world leaders meet at ACI Airport Day to rethink the future of the passenger journey at Caribbean airports
How can we rethink the passenger experience in an increasingly digitalized airport world? This was the question at the heart of the “Technology & Customer Experience” panel organized during ACI Airport Day, which brought together three experts from leading international companies: Embross, SITA and Collins Aerospace.
Hosted by Valérie Vanderhacgen, ACI Airport Day highlighted key issues for airport decision-makers in the Caribbean region.
A shared vision: technology + people = a winning experience
“You don’t go home and say: ‘Today I had a smooth passenger ride’. And yet, that’s exactly what we expect from a good passenger journey.” – Uriel Torres, SITA
Beyond the key words – efficiency, satisfaction, fluidity – the speakers insisted on a strong idea: technology doesn’t replace human contact, it reinforces it.
Stéphane H. Marcoux (Collins Aerospace) spoke at ACI Airport Day of an approach centered on the “seamless journey”, where technologies enable airport staff to get closer to passengers rather than further away.
Alex Gerdts (Embross) advocates “ambassador” airports, where the man-machine interface becomes intuitive, reassuring, and complemented by valued human assistance.
For Uriel Torres (SITA), each airport has to deal with its own identity and passenger profiles: there’ s no one-size-fits-all model, just a tailor-made strategy.
Inspiring examples: from Bogotá to Aruba
The speakers shared several concrete cases that could inspire Caribbean airports:
– Automated Passport Control (APC), born in Vancouver, has transformed the arrival experience of cruise flights in the United States, streamlining entry without the need for infrastructure expansion.
– The “Happy Flow” project in Aruba, deployed in partnership with the local government, has made it possible to integrate biometrics throughout the passenger journey – from check-in to boarding – offering a seamless, highly secure experience.
– In Colombia, innovations around pre-check security have also considerably reduced friction points.
What about biometrics? Opportunity... or regulatory challenge
While biometrics fascinates with its promise of fluidity, the speakers remind us of the many challenges linked to data protection and government regulations, particularly in Europe (RGPD).
Some Caribbean territories can take advantage of their institutional agility to experiment with adapted models, as long as usage is secure and genuine passenger confidence is built up.
Why it's essential for the Caribbean
In a region where tourism, air transport and cruises are economic mainstays, optimizing the passenger journey is much more than a technical challenge. It’s a strategic opportunity to modernize the image, improve profitability and enhance the appeal of an entire region.
In his editorial work, Richès Karayib sets out to track the transformations that are reshaping the Caribbean‘s tourism and economic trajectories.
Meet the experts
