Airways Interview: Paul Verhagen, SAS Scandinavian Airlines CCO

SOLNA — Scandinavian Airlines System (SK), aka SAS, is going through some key years in its transformation. 

From introducing Starlink to adding the E2, the airline is integrating into the AF-KLM group, facing the same challenges that affect most airlines worldwide. We sat down with Paul Verhagen, CCO at SAS, to discuss the airline’s strategy, developments, and outlook.

Airways: How independent can SAS remain inside an Air France-KLM-led structure? How will SAS balance partnership combined with maintaining strategic control as a Scandinavian carrier? 

Paul Verhagen: The proposed investment by Air France-KLM is subject to approval under the EU Merger Regulation and other relevant regulatory clearances and has not yet been completed- we expect completion during the second half of 2026. Until such approvals are obtained and the transaction is formally closed, SAS and Air France-KLM remain competitors. 

At the same time, our cooperation through SkyTeam enables us to offer customers broader global connectivity and a more seamless travel experience. SAS continues to operate its network independently, while benefiting from the commercial opportunities that come with alliance membership. 

As previously communicated, this development reflects a long-term ambition to build a stronger and more competitive SAS, firmly rooted in Scandinavia. SAS will continue to be a distinct Scandinavian carrier, proudly Scandinavian at heart, look and feel, while strengthening its ability to connect Scandinavia with the world and the world with Scandinavia. 

For more than 80 years, SAS has played a key role in connecting Denmark, Norway, and Sweden, and that remains central to our purpose. Our relevance is defined by the value we bring through connectivity, reliability, and a consistent premium offering. 

This is reinforced by strong operational performance, including industry-leading punctuality, with SAS recently ranking at the very top globally. Delivering consistently over time, across operations, product, and customer experience, is fundamental to building trust and maintaining our position across the region.

Now that SAS has moved from Star Alliance to SkyTeam, what has actually improved for passengers and for SAS commercially? 

The transition to SkyTeam expands the global reach available to our customers through partner airlines and strengthens connectivity beyond Scandinavia. It also allows closer cooperation with partners across Europe and long-haul markets. For passengers, this means more opportunities to earn and use EuroBonus points across partner airlines, as well as access to a broader network of destinations and lounges.

Commercially, the transition strengthens SAS's position within a global alliance and opens new opportunities for partnerships and network cooperation. At the same time, EuroBonus continues to play an important role in building long-term customer relationships and is approaching 9 million members.

You have made Copenhagen the centerpiece of the post-restructuring strategy. Why is that the right long-term hub bet over a more balanced Scandinavian model? 

Copenhagen offers the strongest conditions for building an international hub in Scandinavia. Its geographic location makes it particularly well-suited to connecting traffic between the Scandinavian region, Europe, and long-haul markets. 

By concentrating more transfer traffic there, SAS can create stronger connectivity across the network, with more connection opportunities and better alignment between regional flights and intercontinental departures. At the same time, Oslo and Stockholm remain important markets with strong point-to-point demand and extensive regional networks. The role of Copenhagen is to function as the primary international gateway connecting Scandinavia with the rest of the world.

Why was the E195-E2 the right choice for SAS? What cabin layout will the new subfleet feature, and will all aircraft be equipped with identical configurations? The Embraer E195-E2 was the right choice for SAS as it provides greater flexibility in matching capacity to demand across the network, while also supporting our sustainability ambitions. On many routes, particularly high-frequency domestic and regional services, demand varies significantly throughout the day. With a smaller, more efficient aircraft, SAS can maintain frequency while improving capacity utilization and serving routes that may not be viable with larger aircraft. 

At the same time, the E195-E2 offers significant reductions in fuel burn and CO2 emissions per flight compared to previous-generation aircraft, as well as a lower noise footprint, making it an important part of our journey toward more sustainable operations. 

The aircraft will form part of SAS's broader fleet renewal strategy, where newer-generation aircraft contribute to improved passenger comfort, reduced environmental impact, and greater operational stability. 

The E2 will feature a modern, consistent cabin product aligned with SAS's overall customer offering. While configurations may be optimized over time, the ambition is to ensure a high level of consistency across the fleet, with a focus on comfort, efficiency, and a seamless customer experience.

When is the first Embraer E2 delivery planned for, and what does the delivery timeline look like? 

Deliveries of the Embraer E195-E2 are scheduled to begin toward the end of 2027. The aircraft will be introduced gradually, with SAS expecting approximately one aircraft per month once deliveries begin. 

This phased introduction allows the airline to integrate the aircraft into the network step by step while optimizing capacity on routes with varying demand.

What is the status of the Starlink rollout, and by when is that expected to be completed?

The development of the Starlink rollout is part of SAS's ongoing investment in its digital onboard product, with the aim of offering high-speed internet across an increasing share of the fleet. At present, just under 20 aircraft are equipped with Starlink, and the ambition is to reach around 50 aircraft by May. 

The full rollout is planned throughout 2026, although the exact completion timeline will depend on installation pace across the fleet and operational execution. Starlink is seen as an important part of the broader onboard product enhancement, and early indicators show a clear positive impact on the customer experience.

Are you happy with the current number of widebody aircraft, and does your network support more widebody operations? 

The focus today is on strengthening the long-haul network where demand is strongest. SAS has seen clear demand growth for travel to Asia, reflected in both new routes and increased frequencies to existing destinations. Recent developments include the launch of new routes to Mumbai and the announcement of Phuket as a new destination, in response to strong and growing leisure demand. 

At the same time, SAS continues to increase frequencies to key destinations such as Tokyo and Seoul while maintaining a strong presence on established routes, including Bangkok. Network development remains guided by customer demand, with capacity deployed where there is clear potential for sustainable growth while ensuring a balanced and competitive long-haul offering.

In addition, regarding the ongoing situation in the Middle East, how are fuel shortages affecting SAS both in terms of logistics and finances? 

Movements in global oil markets have led to a sharp rise in jet fuel prices, driven largely by supply disruptions linked to the situation in the Middle East. This is putting pressure on the aviation industry, and SAS has introduced short-term measures, including temporary fuel-related price adjustments and targeted capacity optimization.

This mainly involves consolidating capacity on high-frequency routes where customers still have alternative departures available the same day. In total, around 1,000 flights in the latter part of April are being canceled. To put this in perspective, SAS operates more than 20,000 flights in a typical month. 

At this stage, there is no shortage in the stations we serve, and our flights continue to operate normally across the network.

What changes in load factors have you registered since the beginning of the crisis? 

We continue to see solid demand across our network, and our focus right now is on maintaining reliable operations for our customers.