How does Iberia continue to maintain its leadership in connecting Latin America and Europe?

Our presence in Latin America goes back a long way: in 1946 – almost 80 years ago – we were the first airline to open this corridor, which we have worked hard to develop, expand and consolidate over time. Some recent events have further strengthened that position, and one particularly notable example was the pandemic. We always say it was an extremely difficult period for the whole of our industry, and indeed it was. But Iberia made certain decisions that helped to further strengthen that position, including repatriation flights. There were people of all nationalities scattered across the world, and we provided service not only to Spain but also to many Latin American countries. We also established a medical air corridor, transporting masks, respirators, chemical suits and other protective equipment, as well as more than three million vaccines. This allowed us to keep the wheels turning and be the first European company to restart routes to Latin America. As countries opened and restrictions were lifted, we aimed to reach them and gradually restore traffic. At several of those destinations – I especially remember Montevideo, for example – the airport was completely empty; there was nobody there. And on the flight information board, the only flight of the entire day was Iberia’s. This happened repeatedly in several Latin American countries.

Will the coming years be key for Iberia in this market?

Much of our growth has been based on our core business, which is Latin America. We have opened new routes, introduced new value propositions for our customers, and have made – and continue to make – significant investments in our fleet. For example, today we have 3 daily flights to Mexico, 3 daily to Buenos Aires, 3 daily to Bogotá, 2 daily to Lima and 2 daily to São Paulo; we are increasing our offer with Chile, Puerto Rico and the Dominican Republic; and we have already announced the opening of new routes in Brazil and Mexico soon. For example, we currently operate three daily flights to Mexico, three to Buenos Aires, three to Bogotá, two to Lima and two to São Paulo. We are also expanding services to Chile, Puerto Rico and the Dominican Republic, and have already announced the upcoming opening of new routes in Brazil and Mexico. Our commitment to Latin America has been very significant: be the leaders in this large market is not something that happened by chance.

The company will soon launch new routes to Recife and Fortaleza. Is Brazil destined to become one of the priority countries on the other side of the Atlantic?

Brazil is, without a doubt, at the centre of Iberia’s attention. We believe that it’s a market with tremendous potential. A country that is – and will continue to be – on a path of growth, and for this reason we are developing a specific plan in line with that reality. In fact, it is one of the countries in Latin America where we currently have more than one destination. We fly to São Paulo and Rio, offering a total of 600,000 available seats, 27% more last year. The opening of Recife and Fortaleza will give a strong boost to our strategy. An interesting fact: Brazil is the top country in terms of travellers for our Stopover programme, which allows you to stay in Madrid for up to nine nights before continuing your journey to another European city.

How have the new Airbus A321XLRs – which Iberia debuted internationally – influenced the company’s presence in the United States?

This is an extraordinary aircraft, very efficient. And we are especially proud to have been the first company in the world to own and operate it. This aircraft will undoubtedly change certain practices within commercial aviation. It is a single-aisle aircraft, but capable of long-haul flights. Beyond its operational efficiency – lower CO₂ emissions, reduced fuel consumption and so on – its size and flexibility allow us to extend certain routes that we previously operated from the summer to winter seasons, for example. With the flexibility of this airplane, we can also undertake certain routes, such as Recife and Fortaleza, without using an aircraft with a capacity as large as those of the A330 or A350. We will continue to take delivery of more aircraft of this model and open new routes, or strengthen existing ones, thanks to their capabilities. We are thinking of Puerto Rico and the Dominican Republic as new destinations where this plane can operate.

From 26 October, Iberia starts flying to Orlando. What does this destination mean to customers?

I’ve been with Iberia for several years now, and I believe this is one of the routes I’m most looking forward to open. We’ve had this route on our radar many times, and I am convinced it will be successful. People associate Orlando with the theme parks – we have an extraordinary relationship with Disney and have collaborated often at Disneyland Paris – and there is no doubt that there will be strong family traffic. However, there is also a significant market for conferences and events. There are many companies that organise incentive trips to this region, and it will complement the Miami route, the other destination we operate in Florida, very well.

Another new development on our map of routes is Toronto. What kind of traveller does Iberia expect for this route?

Canada had long been a route Iberia had yet to open. It is a great country in size, potential, resources and economy, which Iberia had to fly to at some point. We chose Toronto because it is the country’s leading city economically, as well as a major tourist destination and source of outbound traffic. I believe this route will be fairly balanced between Spanish or European traffic travelling to Toronto and the passengers we are able to attract from the city. It will be operated with the XLR as well, which gives us some peace of mind in terms of operational efficiency. We are confident that it will be a route that works very well for us.

One of the key initiatives of the 2030 Flight Plan, which Iberia has just presented, is the strengthening of the Madrid hub. What strategies will the company pursue to strengthen it further?

It’s one of the absolutely basic pillars in our 2030 Flight Plan. Having a strong, modern airport with room to grow is essential for our expansion. The Madrid hub must compete – it already is, but it still needs to compete more – with the leading European hubs, particularly those in northern Europe: Paris, Frankfurt and Amsterdam. And we’re going to make sure that’s the case. When we presented the 2030 Flight Plan, we spoke of multimillion-euro investments: six billion in our fleet, as well as in connectivity. There is also an important point: geographically, Madrid is perfectly positioned between Europe and the Americas, and I’m not just talking about Latin America. We are midway between Europe and the Americas, and that undoubtedly strengthens connectivity. Furthermore, although it is still little known, we are already moving forward with the creation of Iberia City. Strategically located next to Madrid Airport, it will become an industrial centre for innovation and training, and will undoubtedly help make our hub a key part of the company’s future success.

You mentioned Stopover Hola Madrid earlier. What have been the results of this product?

It’s working better and better. This product allows long-haul passengers – imagine someone travelling from São Paulo to Vienna, which lacks a direct flight – to stop over in Madrid and benefit from very favourable fares, staying in the city for between one and nine nights at no extra cost for the flight segment. And not only that: they also enjoy discounts on public transport, museum tickets, gastronomic recommendations and more. It is a comprehensive package that makes it far more convenient for the passenger to travel via Madrid than to use another European hub.

What other initiatives are going to help you look after your most valuable customers?

There are many, but one especially stands out: the overhaul of our loyalty programme, Iberia Club. The customer is at the core of our business and we must deliver all the value we possibly can. Now, for example, it is much easier to earn Elite points – needed to upgrade tiers – which are accumulated based on money spent, rather than on distance flown as was the case previously. In addition, we have included more ways to earn points through associated services and not just through flights. We have also introduced a new tier, Platino Prime, the highest level in Iberia Club. Incidentally, I can reveal that we’ll have a VIP lounge at Madrid-Barajas Airport exclusively for Platino Prime members. 

With all these developments, where do you see Iberia in five years’ time?

I’ve been with the company for 27 years and I really think we’re at the best moment in our long history. Moreover, I believe we have gathered all the right ingredients to ensure this great moment continues over the coming years. And here the key is the correct execution of the 2030 Flight Plan. Iberia has a sustainable growth plan that includes countless initiatives. I believe that over the next five years, Iberia will continue to be the company we all want, growing sustainably, remaining profitable, keeping our shareholders pleased with their investment and ensuring our customers are satisfied with choosing us.

But there is a fundamental factor, an asset, that’s the most important resource in our company: our employees, who ultimately are leading this positive period we are experiencing. And the intention is for them to continue being part of everything, to be looked after, encouraged and motivated, and to keep feeling the sense of pride that all of us working at Iberia feel today.

Next year, we will celebrate 80 years of flying between Europe and Latin America. In a couple of years – in 2027 – we will turn 100. And I am convinced that, beyond celebrating this centenary – a very special year for the company – we will continue to lay the foundations for the next 100 years for the team that comes after us.