Ryanair in Saxony: Why a Return Promise Alone Is Not Enough

Ryanair in Saxony: Why a Return Promise Alone Is Not Enough

A reality check: Can an appeal for lower fees really bring the low-cost carrier back?

Key question: Is a political initiative for lower charges enough to bring Ryanair back to Leipzig/Halle and Dresden airports — or does a quick promise obscure deeper problems?

There is currently a lot of talk in Leipzig and Dresden about a possible new start with the Irish low-cost airline. State leadership has signaled approval and the parent company of both airports is under pressure to revive the lost services. At the same time, the operator, Mitteldeutsche Flughafen AG, reported double-digit million losses in its latest annual figures. Record losses and shrinking revenue show: this is not just about individual fees, but about the economic substance of the airports.

In short: the calculation is more complex than the headline suggests. Airlines balance operating and airport costs against demand, slots, competition at nearby airports and regulatory uncertainties when making route decisions. When an airline complains about the national cost environment, there is more behind it than a price tag: infrastructure costs, security and ground handling fees, personnel costs as well as possible taxes and levies all play a role.

What is often missing from the public debate is a sober look at demand and competition. Not every lost route can be replaced by lower charges if passenger numbers fluctuate seasonally or alternative destinations are within reach. A traveler from Saxony does not only compare prices but also flight times, connection options and how well the connection to trains or buses works. An airport with high fixed costs and few connections remains expensive in the long run — this is especially true in regions that compete with nearby hubs.

The financial situation of MFAG also deserves a more honest debate. Restructurings and rehabilitation costs cannot be reversed with the stroke of a pen. Investments in studies and consultancy are necessary, but they increase short-term pressure on the balance sheet. That makes it difficult to stand out with generous short-term discounts without further weakening one's own viability.

So what is missing in the discourse? First: transparent figures for individual fee items so that politicians and the public can understand what is supposed to be saved. Second: an honest assessment of demand potential — who flies where and when, and is that sustainable? Third: environmental and noise aspects, often treated as peripheral issues but which influence permits and costs. Fourth: regional cooperation — too often airports act as isolated players instead of part of a mobility chain.

A view from everyday life in Mallorca helps to put the situation into perspective. At Palma airport: an older Mallorcan man sitting with his coffee watching the departure boards; young families with rolling suitcases; a handful of package-holiday tourists waiting for a shuttle bus. For them, regular flight times, reliable connections and clear prices matter. When an airline operates regularly, routines form — hotels, transfers and travel agencies plan with reliability. Once gone, trust is often hard to regain.

Concrete solution approaches that go beyond lip service:

1. Review and make the fee structure transparent: Not just blanket cuts, but time-limited, targeted relief for routes with proven demand potential.

2. Regional bundle offers: State and local authorities could provide marketing credits or co-financing so that airline return campaigns are measurably supported — instead of short-term discounts, agree on tied load-factor targets.

3. Cost-benefit analysis of infrastructure: Which investments are really necessary, which costs can be shared or optimized (e.g., joint ground handling for nearby airports)?

4. Diversification instead of dependence: More freight, more business travelers, cooperation with bus and rail networks — a monoculture of holiday flights is risky.

5. Price in and communicate environmental and social costs: Sustainable measures create acceptance among residents and planning security for airlines.

Conclusion: A political push for lower charges can open doors. But it alone will not help if the airports do not solve their structural problems and build credible, long-term partnerships with airlines. Anyone who remembers the in-flight announcement knows: reliability wins over time. Saxony cannot keep Ryanair with a flash offer — it needs a package of transparency, regional strategy and practical incentives. Otherwise, in the end there will again be only the empty gate and the hum of the air conditioning.