Relevant information for members · 7 July 2026
The data explains why change is needed
We have analysed the economic and membership evolution of the Aeroclub over the last ten years. Here is the data, so that every member can draw their own conclusions.
Analysis based on the Income Statement, Balance Sheet and Annual Reports available to members.
Antoni Serra walks you through it
All the data on this page, summarised on video by the candidate for president. On the right is the index: each chapter expands on what the video explains.
Video in Catalan.
The economic model
Membership fees sustain the model
The Aeroclub’s economic model is viable thanks to €0.6 million per year in membership fees, which allow the accounts to close in positive territory. Without the fees, the 2025 operating result would have been negative.
€0.6M in membership fees every year
The membership
Fewer and fewer stable members
Full members provide stability and guarantee long-term economic sustainability. Since 2017 they have fallen from 929 to 768, while student members — who only pay fees during their training — gain weight.
−17% full members (2017–2025) 161 fewer full members: from 77% to 65% of the total
Costs and activity
Costs grow almost 4 times faster than activity
In real terms — excluding inflation — flight hours grow by 2.1% per year, while total costs grow by 7.9%. The growth that should have generated economies of scale in members’ favour has produced the opposite effect, especially in recent years.
×3.8 cost growth relative to activity growth
Where costs grow
Every cost line grows faster than activity — except fuel
Although fuel prices have been used as an argument for fee increases, fuel is the only line that has remained stable. The fastest-growing line is “other costs”: almost 7 times faster than activity.
The rates
Flying costs almost 40% more than in 2015 — and 50% more with the 2026 increases
The average hourly rate has risen by 38.9% between 2015 and 2025. Adding the 11% already announced for 2026 (4% in March and 7% in June), the cumulative increase reaches 50%: roughly 15% above inflation.
+50% average hourly rate since 2015, including announced increases
The bottom line
Despite paying more, the margin does not improve
Despite the rate increases, the operating margin has fallen from values close to 11% to around 1.5%. Almost all of the additional income has been absorbed by higher costs, without translating into better results.
«If members pay more but the organisation generates less and less margin, it is legitimate to ask where these resources are being absorbed. That is precisely the question that needs answering.»
The investments
Assets yield less and less
The return on assets has fallen from around 7% to around 2%. A low return limits the capacity to reinvest in the fleet, services and members, and reinforces the need for a transparent, long-term investment plan.
~7%
return on assets until 2019
~2%
return on assets since 2021
What do we do with this data?
Fewer full members, higher costs, almost flat activity and a lower return on resources: in any organisation, this evolution is a warning sign. The answer is not to point fingers — it is to understand what is happening and fix it. That is why our programme focuses on efficient management, a transparent investment plan and the transparency commitment we have made public.
Analysis based on the Income Statement, Balance Sheet and Annual Reports available to members.