Aviation Insights Part 3: “Representing 220 companies under one roof." Montserrat Barriga, Director General of ERA
Aviation Insights Part 3: “Representing 220 companies under one roof." Montserrat Barriga, Director General of ERA
“Regional airlines serve as lifelines for communities reliant on air transport for businesses, social services such as medical assistance, and for economic growth. They play a crucial role in ensuring connectivity for all regions, not just the urban hubs, but to enable connectivity for citizens at remote locations for well-functioning society.”
Montserrat Barriga, Director General ERA
In this third conversation of our Aviation Leadership Insights series, Montserrat Barriga, Director General of the European Regions Airline Association (ERA), shares her experiences from leading an international association. We discussed the mission, the complexities of balancing the needs of multiple stakeholders, and the vision for the future of regional aviation and connectivity in Europe.
What are the top priorities and objectives for ERA?
Our purpose is straightforward but vital—we bring together airlines, airports, manufacturers, suppliers, and other aviation stakeholders to enhance connectivity for remote and underserved regions across Europe.
We exist because regional airlines—often operating with small fleets compared to larger international carriers—don’t have the same voice or influence. Yet, they play a crucial role in the infrastructure ecosystem.
Our role at ERA is to bring these voices together, advocate for their needs, and ensure that the significance of regional aviation is recognised by European institutions. We constantly remind policymakers to "Think Regional"—because leaving no one behind means maintaining connectivity for all regions, not just the urban hubs.
What are the leadership priorities and the complexity of navigating broad stakeholder interests?
Leading ERA is complex because we represent the entire aviation value chain, including more than 50 airlines and 220 member companies in total. Our members range from small- to medium-sized regional airlines to OEMs, aviation service providers, and airports, each with different reasons for joining. Some want to influence regulation, others seek networking opportunities, and OEMs look to connect with their airline customers.
The key to balancing these diverse needs is never losing focus on the airlines. They are our primary members and the backbone of our association. If we concentrate on creating value for them, the rest falls into place naturally. For example, when designing our event programmes, we prioritise topics that resonate with the airlines. This attracts senior airline leaders, which in turn draws the interest of suppliers, OEMs, and other stakeholders.
Transparency and governance are essential. Our board sets the strategic priorities, ensuring we operate transparently and fairly. This governance structure keeps us aligned with our purpose with maintained focus.
What are the leadership capabilities needed to successfully lead an association?
To lead an association like ERA, you need a unique mix of diplomatic, relationship-building, and advocacy skills, including the day-to-day coaching of your internal organisation. It’s a complex role because you’re not just managing member relationships—you’re influencing external parties like European regulators, national governments, and other industry stakeholders.
We engage with stakeholders like the European Commission, EUROCONTROL, the European Parliament, EASA, and other aviation authorities by presenting well-researched, data-driven arguments that align with European priorities. We can’t lobby effectively alone. We spend a significant amount of time cultivating alliances with other associations—whether they’re in aviation or related sectors like SMEs, tourism, or regional development. By uniting with other voices, we amplify our influence and ensure our members’ needs are heard at the highest levels.
What were the main topics among the association in 2024?
2024 was dominated by discussions on decarbonisation, competitiveness, and regional connectivity. One of our biggest achievements was our work on the updated Destination 2050 roadmap—a comprehensive strategy for achieving net zero emissions by 2050. We collaborated with industry leaders to create a realistic pathway based on four pillars:
Technology (new aircraft and engines)
Sustainable Aviation Fuels (SAF)
Operational efficiencies (including Air Traffic Management optimisation)
Economic measures (including carbon offsetting).
This refreshed roadmap – which was launched in February this year – is a game-changer because it demonstrates our industry’s commitment to decarbonisation while maintaining growth and connectivity. Our focus now shifts to implementation, ensuring the right regulations, policy frameworks, and financing mechanisms are in place to support our members through this transition.
What are your priorities for 2025?
2025 is about implementation and influence. Having laid the groundwork in 2024, we’re now focused on executing the Destination 2050 roadmap.
We’ll also be heavily involved in influencing new EU regulations, including the Passenger Mobility Package, Airport Package, and State Aid Regulations. My priority is to ensure these regulations are fit for purpose, supporting regional aviation rather than hindering it. Europe is becoming increasingly over-regulated and we’re lobbying for smarter regulations to simplify the business.
Finally, I’m committed to fostering innovation and growth within the industry. The rapid development of new technology companies—from electric aircraft manufacturers to digital service providers—presents exciting opportunities. We’re supporting these companies by creating a platform within ERA where they can network, influence policy, and grow alongside traditional airlines.
The challenges are immense, but so are the opportunities. I believe in the power of regional aviation to connect people, drive economies, and build communities. That’s why ERA exists, and that’s why I’m passionate about leading this association.
Stay tuned for our next Aviation CEO Insights Part 4 in April 2025.
If you would like to discuss this further, or have a dialogue around talent management needs then please do get in touch with us at Alumni Global.
Hans Nilsson
Global Practice Leader Civil Aviation, Alumni Global
Lukas Hudec
Consultant Civil Aviation, Alumni Global
