Air Europa is a key player in the tourism and aeronautical industry. How do you work in institutional relations to maintain a balanced regulation that allows competitiveness in a global market in constant evolution and with increasingly strict regulatory requirements?

Bilateral agreements are negotiated by the States, and today the dominant trend is liberalisation and openness to operators as a general rule, as opposed to the past of limiting it to the so-called flag carriers of the countries.

As a result, the lobbying work of airlines in other countries to push for the opening of bilateral agreements, obtain extra-bilateral frequencies, etc., has largely disappeared and they have concentrated on working with their authorities to prioritise the negotiations of some destinations over others.

In Spain, liberalisation has long since become the guideline for air transport policy and consequently the company's relationship is one of collaboration with the Authority for the best management of available frequencies and we believe that, with this collaboration, a correct and objective system of frequency allocation has been achieved in which the company's image of responsibility and transparency favours the relationship with the Aeronautical Authority.

Air Europa was born in Spain in 1986 as a charter company to bring tourists to Spain and later also for domestic charter flights. It was the first company to break the monopoly of scheduled air transport in Spain after the liberalisation of 1993, becoming a scheduled airline, and today, with just over 50 aircraft, it is a network company with its hub in Madrid and is a key company in the relationship between Europe and Latin America. 

Digitalisation and e-commerce have transformed travel sales. How do you work with institutions to ensure that companies like Air Europa can innovate their business model without regulatory restrictions that hinder competitiveness and adaptability to new trends in the tourism market?

EU policy in Europe offers almost total freedom and flexibility to do so and to define the business model, on condition that what is offered freely and transparently is complied with, in addition to the regulations on passenger protection.

Therefore, this section is not something that is in question and is the object of dedication of the companies and their institutional relations area, without prejudice to any interpretative discrepancies that may arise in which the work to be done is to seek mutually acceptable interpretations before entering into conflict.

With regard to other non-EU countries, the task concentrates on explaining the advantages of the liberalisation system in terms of management and marketing, ultimately in favour of passengers and the popularisation of air transport as a mode of transport, trying to convince them of the elimination of bureaucratic rigidities that are currently meaningless.

The COVID-19 pandemic had a profound impact on tourism and aviation. What was the role of institutional relations in managing aid, relaxing regulations and negotiating with governments to mitigate the economic impact on companies such as Air Europa and Halcón Viajes?

The work of institutional relations focused on, in agreement with the corresponding authorities, facilitating the return flights of passengers out of their countries and humanitarian flights, as well as the provision of health material such as masks and respirators at the request of the competent bodies and, once the flights had resumed, facilitating maximum prevention for passengers and crews.

Negotiations for economic support to overcome the crisis outside the global economic, operational, labour, etc. support negotiated with the Government through the CEOE, in whose positions we participate through the Institutional Relations area, were carried out by the general management of the company supported by the economic and legal areas, as in other companies.

Globalia Handling S.A. manages airport assistance services. How do institutional relations influence the obtaining of licences, concessions and compliance with airport regulations to guarantee the continuity and expansion of the company in strategic markets?

Our Handling operator currently concentrates all its activity in Spain, where it has consolidated its position as the company with the largest market share. We do not rule out expanding abroad, but this is not currently the priority.

In Spain, passenger handling is liberalised but ramp handling is limited in terms of the number of operators and the selection process is carried out by AENA, the airport operator, through a tender with specifications previously discussed with the potential handling operators and which is becoming increasingly objective and therefore more competitive and transparent, so that the scores have little margin for subjectivity.

The intervention of an Institutional Relations Directorate, always hand in hand with the Directorate General, is based on making the objectives of the activity transparent, convincing of the company's alignment with those of AENA and reinforcing the link of transparency and credibility.

Obviously, with specifications such as those indicated, this leaves little or no margin for winning tenders, but it does contribute to ensuring that the activity throughout the period of the authorisation is carried out in a climate of cooperation and understanding, contributing to the alignment of the interests of the authorising and authorised parties.

These regulations are increasingly international, in the case of the European Union they are established by European Regulations or Directives and where opinions are conveyed through airline associations at both supranational and national level to their Authorities and this work is increasingly important as it is what helps to establish the delicate balance in which airlines operate and therefore the work within the associative framework to achieve sectoral consensus and consensual approaches to legislative bodies is essential.

Sustainable mobility is a priority on the European agenda. How does Globalia collaborate with national and EU institutions to adapt to the new sustainable transport regulations and ensure that companies such as Air Europa and Globalia Handling comply with environmental objectives without affecting their operations?

Fundamentally by agreeing within the framework of the associations on the consensus to be transferred to the regulators with a clear explanation of the technological possibilities, the socio-economic repercussions of the possible decisions and their real environmental effects and, without prejudice to this, adopting operational and investment measures in the company's own area to reduce emissions and additional environmental impacts such as noise, for example.

Both Air Europa and Globalia Handling's Groundforce joint ventures are pleased to be at the forefront of the digital and ecological transformation in this case with the fleet renewal to the most sustainable aircraft on the market and the use of sustainable fuels as well as operational improvements.

We do regret that, after more than 25 years, the European Union bodies have given birth to a rudimentary Single European Sky, far from what is desirable, which makes the possible 10% reduction in emissions, shorter flight times and fewer delays and cancellations unfeasible, but this does not prevent us from continuing to work for a more socially, economically and environmentally sustainable future.

The relationship with trade unions and workers is key in a group like Globalia. How are labour negotiations, collective agreements and strategies to guarantee stability and staff satisfaction without compromising business competitiveness managed from the point of view of institutional relations?

In reality, it is the management of what is traditionally known as Human Resources that maintains this relationship, which is playing an increasingly important role in the management, attraction and conservation of talent and, where appropriate, Institutional Relations are an element at the service of this area, especially in the case of conflictive situations to explain the company's positions to regulators and authorities.

Looking to the future, what do you think Globalia's role will be in the evolution of tourism and aviation, and how can institutional relations influence the configuration of a more sustainable, digitised and efficient sector in the coming years?

Mobility has been the driving force of development ever since societies moved from sedentary to nomadic lifestyles, and its growth is unstoppable, as history shows, and its slowdown - COVID - 19 has been a striking example - leads to a social and economic crisis.

This is why the future is not less about mobility, but about sustainable mobility, and this is the challenge facing air transport and its commitment to net zero emissions by 2050.

At Air Europa we are convinced that, with our alliances and agreements, we will be, as we are becoming, an important part of the communication between Europe and America, especially Latin America and the Caribbean, and an important part of the connection, via Madrid, between Asia and Latin America, thereby strengthening the role of Madrid Barajas and with it Madrid and Spain in international communications.

And explaining this mission and this reality of which, perhaps because of the rapid growth, there is not enough awareness, is one of the tasks of the institutional relations area in particular at Air Europa and Globalia.

We are deeply grateful to Manuel Panadero for sharing his valuable experience and knowledge in this interview. His career has been key in the evolution of transport and tourism in Spain, Latin America and Europe, contributing decisively to the modernisation and liberalisation of the sector. His strategic vision and his ability to promote change have left an indelible mark on connectivity and the development of mobility, enabling sustainable and competitive growth in the tourism industry. His legacy, marked by commitment, innovation and excellence, continues to inspire new generations of professionals.