Rainbow Tours: growth, risk management and expansion plans — key takeaways from CEO Maciej Szczechura
In a January 2026 interview, Rainbow Tours CEO Maciej Szczechura reviewed the operator’s recent performance, market dynamics and strategic priorities for 2026. He highlighted sustained post‑pandemic growth, evolving product mix and geographic expansion, while outlining operational lessons from recent crisis evacuations and reactions to new tourist‑guarantee regulations.
Financial and scale highlights
- Revenue and scale: Rainbow’s 2025 turnover exceeded PLN 4 billion (more than double pre‑pandemic levels of ~PLN 1.7 billion).
- Customer base: Client volumes are approaching ~900,000 bookings annually, roughly double versus the pre‑pandemic period.
- Growth trajectory: Rapid post‑pandemic growth (years with ~30% and >20%) has slowed to more moderate increases (~10% recently), reflecting market maturation.
- Market position: Rainbow expects to be third by revenue and fourth by customer numbers on the Polish market (depending on peers’ results).
Operational environment and risk management
- Rainbow operates in 100+ countries and sends >100,000 customers per year via scheduled (non‑charter) flights in addition to charter programs.
- The company has developed crisis procedures — recent evacuations included groups from Israel/Gaza and from Venezuela — demonstrating operational resilience and emergency logistics capability.
- In 2025 the market experienced temporary over‑supply and price competition; operators adjusted by reducing selected flights/winter or shoulder‑season departures and cutting prices to stimulate demand.
Product mix, destinations and customer trends
- Core demand remains concentrated on Mediterranean markets: Turkey (leader), Greece (strong), with growing interest in Tunisia, Cyprus and Albania.
- Rainbow continues to develop niche/exotic routes (e.g., Akaba in Jordan, Margarita Island, and other non‑standard Red Sea or Caribbean products) to diversify the offer.
- Earlier bookings are stronger (January is a major sales month) and recent presales for summer 2026 look robust—Rainbow reported double‑digit growth versus mid‑December’s +6.1% figure after a late‑December pickup.
Strategic priorities and investments
- Vertical integration: expanding on‑the‑ground capabilities via Destination Management Companies (DMCs) — new DMC in Italy announced to service roughly ~30,000 clients and additional DMCs in existing markets.
- Hotel ownership: Rainbow currently owns about 1,000 hotel rooms in Greece (five hotels) and aims to roughly double that capacity over time; recent purchase included a 330‑room hotel on Kos.
- Regional expansion / M&A: acquisition of Romanian operator Paralela 45 (≈100,000 clients) — Rainbow plans to scale the Romanian operation ~3x over five years and is open to further cross‑border acquisitions when attractive opportunities arise.
- No immediate airline plan: Rainbow has analyzed owning aircraft but does not see a business case yet; CEO notes airline ownership becomes sensible only at larger scale (multiple aircraft needed for reliability and backup capacity).
Regulatory and financial safeguards
- New tourist‑guarantee law (effective 1 Jan 2026) introduces two helpful changes: the ability to split required guarantees across multiple providers and the option to use part of the national Tourist Guarantee Fund as collateral.
- CEO confirmed Rainbow will use the fund‑backing option and may use multiple guarantors; this should lower financing pressure and improve capital allocation versus the prior environment where required cover equated to very large single guarantees.
- Rainbow supports maintaining strong multi‑pillar consumer protection and is cautious about proposals to suspend client contribution collections, preferring a well‑capitalized fund.
Risks and market commentary
- Macro and geopolitical risks (conflicts, weather events) remain constant operational challenges; Rainbow views effective emergency procedures as a competitive advantage.
- Smaller operators face pressure from scale advantages (lower distribution and customer‑acquisition costs via e‑commerce and owned sales), which can lead to consolidation or exits in fragmented segments.
Source: Interview with Maciej Szczechura on Rzeczpospolita (video): https://www.youtube.com/watch?v=n0yhcKtdZaE
Why this matters for Rainbow Tours S.A.: The interview outlines Rainbow’s current financial scale, strategic roadmap (vertical integration, hotel portfolio growth, cross‑border expansion) and its operational resilience and regulatory positioning — all central to the company’s near‑term performance and risk profile.