2023-09-09 12:13:00
At the head of Brussels Airlines since last April, Dorothea von Boxberg has solid experience in the airline sector. After studying business and engineering which took her to Berlin and Paris, the German began her professional career in 1999 within Boston Consulting Group. In 2007, the Frankfurt native joined the Lufthansa group, which she will never leave.
Within the German group, of which Brussels Airlines is a subsidiary, Dorothea Von Boxberg gradually rose through the ranks to end up managing the cargo branch of the company. “We often talk regarding global trade in a fairly abstract way. This position allowed me to see very concretely how global trade was happening on the ground,” she explains. I am fascinated by the airline industry. We connect people, cultures, economies…”
Since last spring, the forty-year-old made the big leap to Belgium to replace another German, Christina Foerster who was interim CEO at the helm of the Belgian company. “I came to Brussels alone, my three children, who are already grown up, stayed with my husband in Germany. Before settling here, I knew a little regarding Flanders and Brussels but not at all regarding Wallonia. I love Belgium. There are so many things to do here, from the Belgian coast to the green valleys of Wallonia”. The leader also appreciates the “excellent food” of our country. “People in Belgium are so friendly. It’s incredible. At first I didn’t understand why people were so nice to me. I told myself that this must be something special at Brussels Airlines. Then I realized that this kindness existed among all Belgians. At least those I met”. Interview.
You are the fifth CEO of Brussels Airlines in five years. Do you plan to stay more than a year at the head of the Belgian company?
(She laughs). Yes yes. All these changes are notably linked to the Covid pandemic which has strongly affected airlines, including Brussels Airlines. Obviously, it helps if a CEO stays a little longer. We need this stability.
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“We have improved a lot at this level, although the pressure on our staff was much greater given the greater number of passengers welcomed on our planes.”
Summer is often a key time for an airline. How did it work at Brussels Airlines?
We had a very good summer, even if it remains below 2019. We are at 85% of our pre-pandemic capacity. But if you compare these figures with last year, we have grown significantly, with 8% more passengers. What is also positive is that we have had fewer delays, flight cancellations and no strikes, thanks to an agreement reached with the unions. We have improved a lot at this level, even though the pressure on our staff was much greater given the greater number of passengers welcomed on our planes. I am convinced that we will have very good results this year. The second quarter was very positive, the third will be even better. We should finish in the green this year. We must show in the coming years that we are a good investment for Lufthansa. We will not be able to grow if we are not profitable in the long term.
Ryanair boss Michael O’Leary victim of scalding in Brussels
Does the political instability experienced by many West African countries change your strategy towards this continent?
We had to adapt because certain countries closed their airspace (during the interview, the CEO learned that Niger now authorized planes to fly over its territory, Editor’s note). So we had to find new roads, take detours. Yes, this impacts our operations. But this situation does not fundamentally change our strategy. We want to remain the reference company in Africa. We are also considering new destinations and flight frequencies in Africa. We hope to be able to say more. Brussels Airlines became too small during the restructuring period and the pandemic. A company needs a certain size to be effective. We still have to grow. Next year, we should almost reach the size we had before the pandemic. We must continue this momentum.
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“Brussels Airlines became too small during the restructuring period and the pandemic. A company needs a certain size to be efficient.”
Several African passengers complain regarding Brussels Airlines cabin crew, believing that they do not speak French well enough.
I haven’t heard anything of the sort. And this surprises me: all our cabin crew members must speak French, Dutch and English perfectly. It’s also something that amazes me regarding you Belgians, this ability to learn other languages.
Recently, French Transport Minister Clément Beaune proposed setting a minimum price for tickets in Europe, an idea supported by his counterpart Georges Gilkinet in Belgium. He says that plane tickets for ten euros, at a time of ecological transition, are no longer possible. Do you agree ?
Politicians want to reduce the CO2 footprint of aircraft in Europe. I understand this and I support it: airlines must contribute to the sustainable transport solution. There are already many rules that go in this direction. But adding a new rule every day won’t help. We have to stop this! In my opinion, there are currently two solutions, namely the emissions trading system and the obligation to put sustainable fuel in planes that are going in the right direction. These solutions cost airlines a lot of money – we are not always happy with that – but they force the sector to move in the right direction. This is still not ideal because it puts European airlines in a weak position compared to companies on other continents. There is clearly a situation of unfair competition and things should be rectified. But Europe encourages good behavior and that is positive. Two solutions for a problem are enough, we don’t need five or six.
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“For me, pollution is a question of molecules in the air. If before and following a flight, there are the same number of molecules in the sky, that’s OK for the planet.”
How much sustainable fuel is found on Brussels Airlines planes?
For the moment, we are less than 1%. It is not enough. In 2025, we must reach 2%. We will not succeed if the production of this sustainable fuel does not increase. Currently, 3% of our passengers use our green fares, either a surplus for sustainable fuel or carbon compensation. More is needed. Some people think that to improve the ecological footprint of the airline sector, the best way is not to fly. This is not true. You can fly, if you remove the CO2 in the sky in another way.
Isn’t this reasoning greenwashing?
No. To me, pollution is regarding molecules in the air. If before and following a flight, there are the same number of molecules in the sky, it’s OK for the planet. Of course, we’re not there yet. But individually, passengers can already get there. It’s concrete. The options exist. There is a lot of talk regarding this boycott of flying, especially among the younger generations. But in our figures, this is not seen at all. On the contrary, we feel that people need this freedom to travel more than ever following being deprived of it during the pandemic.
You recently filed a complaint once morest Charleroi airport, why?
There is a problem of unfair competition. We have the impression that here in Zaventem we are at a disadvantage compared to other regional airports, especially Charleroi which is close and is also an option for passengers from Brussels. The airport charge system is set up in such a way that there is a huge difference between what we pay and what the airlines pay in Charleroi. Our complaint targets the authorities who allow this system and not any particular company. For us, this pricing system is illegal and does not follow European rules. We hope that Europe will react and that this will change.
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“It’s true that it is difficult to compete with Ryanair. We will be better able to do so when the company no longer has all its advantages which we consider illegal in Charleroi.”
Why doesn’t Brussels Airlines operate from Charleroi to benefit from these advantageous fares?
It wouldn’t be possible. We have all our hub activities here in Zaventem. If we were a new company and we started our operations, yes, we might go to Charleroi. But this is not the case. Moving even part of our operations to Wallonia would be completely contrary to our strategy as a hub company, with this connection between the African, North American and European network. We are a small hub company and having operations at two airports would not make sense.
Brussels Airlines has significantly reduced its European network, where Ryanair is only expanding it. Have you abandoned this European competition once morest your great rival in Belgium?
No, the European network is very important to us and we are rebuilding it little by little following the reductions linked to the pandemic. We want to offer all the destinations that interest the passenger in Belgium. But it is true that it is difficult to compete with Ryanair. We will be better able to do this when the company no longer has all its advantages which we consider illegal in Charleroi.
There was recently a complaint of racism among Brussels Airlines staff. How did you react ?
Diversity and inclusion are very important to Brussels Airlines. We have programs for people of color. There is mandatory training on racism, to know what it is, where and how it starts, etc. But even with all this program, a colleague filed a complaint eight months ago, following which we, as an employer, were contacted by Unia to provide an explanation. We did this at length, following which the file was closed by Unia. We regret this and would like this to never happen once more. Brussels Airlines has always been a very inclusive company. We still have to improve. We push our staff to tell us what is wrong. Sometimes it’s the little things. For example, we will adapt our rules from next year on cabin crew haircuts so that our employees with afros do not feel discriminated once morest and are more comfortable at work. The most important thing is awareness.
The unions criticize you, like most of your predecessors, for not being sufficiently present in Brussels, which would harm the management of the company. What do you answer?
Obviously. I do not agree. You need to understand how the Lufthansa group works, with the strong synergies, whether in commercial or strategic terms, between the different companies that make it up. But everything doesn’t just happen in Frankfurt. This can be decided in Zurich, Brussels or Vienna. I have a commercial role for the group, but my main mission remains to manage Brussels Airlines.
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It is true that, overall, the airline sector remains very male-dominated, like many other sectors.
You are one of the rare female CEOs of an airline in Europe. How do you experience it?
At Brussels Airlines, there are many of us! At least 30% of senior management positions are held by women. In the management committee, we are even in the majority. But it is true that, overall, the airline sector remains very male-dominated, like many other sectors. I want to show other women that it’s possible, to give them confidence. Generally speaking, I find that diversity is very positive in a company, it brings another way of thinking, it moves the lines. You know, people tend to hire people who are similar to them. Having mixed management also allows us to vary the profiles we are looking for. We are growing and we are hiring. Some profiles are more difficult to find than before, such as in IT, but being a hostess or steward still attracts just as many people.
Have you already had contact with the Belgian government?
Yes, I had my first contacts recently. The government helped us a lot during the pandemic. But there are also more difficult discussions, such as the one concerning plane noise at Brussels airport. On this subject, the idea of setting up a platform with citizens and all the stakeholders concerned was very good. But if we were able to express our arguments and our grievances, we have the impression of not having been heard in the solutions proposed. In Belgium, you are known for finding compromises, but here we really don’t. In our opinion, there are other possible and more intelligent measures than closing an airport at night or limiting the number of flights to reduce aircraft noise. The best solution is to invest in new less polluting and noisy aircraft, such as the Airbus A320 and A330 Neo, which reduce noise by half. Limiting airport activity would not only be harmful for the airlines, but also for all the people who work there and the customers who want to have their package on time or want to travel.
A new Tomorrowland plane
Sometimes considered a German company by its competitors, Brussels Airlines wishes to reaffirm its “Belgitude”. It does this in particular via its five iconic aircraft. “We always want to have five,” explains the new boss. We will also have a new Tomorrowland plane because the old one will leave our fleet. But for the moment, there are no other projects. These iconic planes are a great way to promote Belgium throughout the world.” Renewed last year, the Trident honors the Red Flames and the Red Devils. “We are still the company of the Belgian national football teams and are proud to be,” continues Dorothea von Boxberg. We would like to transport the teams on each of their trips, but sometimes it is impossible because all our planes are taken”.
Prices still on the rise
In 2022, Brussels Airlines saw an increase of around 15% on average in the price of its plane tickets. “This trend will continue in 2023, but less strongly, by around 10% on average,” explains the company. “Price increases will be felt more during the holidays. For people who are more flexible in their travel plans, there is always a way to find good deals,” announces Brussels Airlines.
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