Brussels Airlines is Belgium’s national carrier and a prominent member of the Lufthansa Group, operating a comprehensive network of domestic, European, and intercontinental flights.
The airline combines the efficiency and global reach of a major airline group with a distinct Belgian identity, showcasing local hospitality, cuisine, and culture across its services.
In an interaction, Dorothea von Boxberg, CEO of Brussels Airlines shares the airline’s plans for 2026. Boxberg’s leadership blends strategic vision with a commitment to innovation, sustainability, and inclusivity. Known for championing both operational excellence and company culture, the CEO has played a pivotal role in guiding Brussels Airlines through industry challenges, advancing initiatives in digital transformation, environmental responsibility, and organisational diversity.
Q. Which EU regulations most urgently need to change to keep European airlines competitive?
A. Aviation is a strategic industry, yet EU regulations often create an uneven playing field for European carriers. Under the “Fit for 55” framework, for example, by 2035 a return flight from Madrid to Shanghai via Frankfurt could face additional costs of around €220 per ticket, while the same journey via Istanbul would incur only about €40. This illustrates how EU regulations can significantly disadvantage EU airlines compared to non-EU competitors. Although initiatives such as the “EU Clean Industrial Deal” aim to strengthen competitiveness while supporting climate goals, implementation has been insufficient. This year alone, new measures like the EU emissions trading system (ETS) and the SAF mandate under ReFuel EU have added over €700 million in costs for the Lufthansa Group, without adequate relief mechanisms or immediate environmental benefits.
We fully support emission reduction, but fair competition must be ensured. ReFuel EU risks causing carbon and job leakage by encouraging passengers to travel via non-EU hubs – damaging the European economy without delivering environmental gains. Another key issue is EU air passenger rights. While it is positive that policymakers are seeking a better balance between consumer protection and operational reality, clearer and more realistic rules are urgently needed. Current regulations can unintentionally incentivise cancellations and increase ticket prices. Revisiting delay thresholds would help airlines realistically manage crew and aircraft replacements. EU261 is a clear example of regulation that disproportionately affects EU airlines compared to other transport modes or non-EU carriers.
Q. What will it take to scale up sustainable aviation fuel production in Europe?
A. The SAF market remains very limited. At present, supply is sufficient to meet the 2% SAF mandate and voluntary customer purchases. However, the required quota will rise sharply to 20% within the next decade, and ReFuel EU introduces an additional eSAF sub-quota from 2030. Currently, there is no industrial-scale production of eSAF. As the European Commission itself has acknowledged, projected volumes will not be sufficient to meet post-2030 targets. The recently announced Sustainable Transport Investment Plan (STIP) is a step in the right direction, but the proposed measures fall short. Funding for the promised €2.9 billion is not secured, and this amount is modest compared to the estimated €100 billion needed by 2035. A policy framework that addresses first-mover disadvantages and provides strong incentives for innovation and investment is required.
Q. Beyond SAF, which sustainability initiatives are falling short or need faster progress?
A. Decarbonising aviation requires action from all stakeholders. New generations of aircraft and engines are essential to reduce fuel consumption and CO₂ emissions. Achieving more direct flight paths – one of the core objectives of the Single European Sky could cut emissions by up to 10%. Innovations such as AeroShark, a sharkskin-inspired surface technology, can also reduce drag and emissions. In reality, progress has been slower than planned. Hydrogen aircraft programmes are significantly delayed, Single European Sky has not delivered on its promises, and technologies like AeroShark are not yet certified for most aircraft. Despite this, overall CO₂ reduction targets remain unchanged, shifting a growing burden onto airlines. According to the Draghi report, the cost burden for European aviation could reach €61 billion per year from 2035 onward. This puts the industry at risk of being weakened, with jobs and connectivity shifting to non-EU airlines.
Q. Where do you expect technology and artificial intelligence to make the biggest difference for airlines?
A. This is still difficult to predict. Aviation generates vast amounts of data, and we already use predictive tools in areas such as revenue management and maintenance. There are also many transactional processes where agentic AI could take over certain tasks. One early example is our chatbot, which supports customers with inquiries and service requests. While clear business cases are still emerging, there is significant potential that we are only beginning to understand.
Q. How concerned should the industry be about cyber threats, and how can resilience be improved?
A. Cyber resilience highlights the importance of being part of a large group like Lufthansa which operates a highly professional cybersecurity programme. Awareness of cyber risks is the first step. Continuous investment in skilled teams, advanced technology, and strong processes is essential. Beyond technical measures, user awareness also plays a critical role in maintaining security.
Q. Looking ahead, what developments at Brussels Airlines should we be watching?
A. A major focus for Brussels Airlines is our improvement plan. We are expanding our fleet and investing heavily in the passenger experience. Our flagship lounge will be renovated in 2026, new cabins will be introduced in 2027, and we are enhancing our onboard food and beverage offerings across all cabins. We are very much looking forward to the years ahead.
Blurb 1:
“The SAF market remains very limited. At present, supply is sufficient to meet the 2% SAF mandate and voluntary customer purchases. However, the required quota will rise sharply to 20% within the next decade, and ReFuel EU introduces an additional eSAF sub-quota from 2030. Currently, there is no industrial-scale production of eSAF.”
Blurb 2:
“Cyber resilience highlights the importance of being part of a large group like Lufthansa which operates a highly professional cybersecurity programme. Awareness of cyber risks is the first step. Continuous investment in skilled teams, advanced technology, and strong processes is essential.”