Introducing Einar Örn Ólafsson, the visionary leader at the helm of PLAY airline as its CEO. With a wealth of experience in the aviation industry, Ólafsson brings a unique perspective and innovative approach to air travel. As one of PLAY’s largest shareholders and its former Chairman of the Board, he’s engaged in the airline’s operations and strategic direction.
Succeeding the accomplished Birgir Jónsson, Ólafsson steps into this role with a clear vision for the airline’s future. Committed to continuity and excellence, he aims to leverage his investment in the company to build upon its successes.
PLAY operates daily flights and seasonal services in Canada, connecting John C. Munro Hamilton International Airport (YHM) in Hamilton to Reykjavik, with onward connections to over 30 European destinations. Under Ólafsson’s leadership, PLAY promises to uphold its dedication to affordability, sustainability, and exceptional service, ensuring seamless travel experiences for Canadians seeking to explore Europe and beyond.
Describe PLAY Airlines’ strategy, and how does the range of routes and destinations reflect the key factors influencing these choices?
Play Airlines operates a fleet of ten aircraft, primarily focusing on routes to Northern Europe, including Scandinavian cities and locations in the UK and Ireland. Our business model involves early morning departures from these cities, ensuring all aircraft return within seven hours. Subsequently, approximately half of our fleet crosses the Atlantic to serve destinations in the US and Canada, returning to connect with flights from Europe. This model allows efficient fleet utilization and caters to significant demand in these regions. Destinations in Southern Europe and leisure locations like Spain, Italy, and Croatia form the other part of our network, focusing on direct, low-cost travel.
Through which innovative approaches does Play Airlines ensure more affordable air travel for Canadian travellers?
The airline achieves affordability through its simplified fare structure, allowing travellers to choose only the services they need, such as checked baggage or in-flight meals, rather than bundling these into higher ticket prices. The airline uses fuel-efficient aircraft, which helps reduce operational costs and keeps fares lower. They frequently run special promotions, providing further savings for travellers booking in advance. Our analysis indicates that flying with Play is the most cost-effective way for those near Toronto or Hamilton to reach Iceland and cities like London, Paris, and Dublin. By focusing on essential services and minimizing overhead, Play can pass on cost savings to passengers, making it a compelling choice for Canadians seeking budget-friendly travel options without sacrificing the convenience of flying to popular European destinations.
Considering today’s highly competitive airline industry, what critical factors set Play Airlines apart from other major airlines?
They emphasize affordability and operational efficiency, leveraging its hub in Iceland to optimize transatlantic flight routes. This strategic positioning reduces travel time and fuel consumption, directly contributing to lower operating costs. Unlike traditional airlines that offer an array of amenities, Play focuses on a minimalist, customer-centric approach, offering essential services and allowing passengers to customize their experience by adding extras only when needed. This approach appeals to budget-conscious travellers who prioritize cost savings over luxury.
As the new CEO, can you describe your leadership style and how you motivate your team to uphold the airline’s standards and values?
My academic background in engineering has shaped a logical, data-driven approach to leadership. Although I’ve only been the CEO briefly, I prioritize precise goal setting as a core motivational strategy. This approach not only enhances focus, but also emphasizes the meaningful contributions of each team member. By consistently recognizing their impact, I nurture a sense of achievement and responsibility, driving them to uphold high standards. I want to foster a culture where employees feel valued and motivated to contribute to the company’s overall success and continuous improvement.
Besides fuel efficiency and carbon emissions, how is sustainability prioritized in the operations?
The company is taking several proactive measures to address this critical issue. In addition to operating a modern fleet of Airbus A320 family aircraft equipped with the latest fuel-efficient engines, Play Airlines is actively exploring ways to reduce its environmental impact. These aircraft consume less fuel and emit fewer greenhouse gases than older models, making them a more sustainable option for air travel. While transitioning to alternative, non-oil-based fuels remains a long-term goal, Play Airlines is committed to implementing short-term solutions. The airline continuously optimizes its flight routes and operational procedures to minimize fuel consumption further. Additionally, Play has begun exploring carbon offset programs and other initiatives that allow customers to contribute to sustainability efforts when booking flights, helping to raise awareness and encourage collective action.
Can you highlight any specific sustainability achievements or initiatives currently underway?
Besides improving waste management on flights through partnerships with local airports, the airline has taken further steps to minimize its carbon footprint. Play has invested in a modern, fuel-efficient flight, significantly reducing greenhouse gas emissions compared to older aircraft. Besides, the airline is exploring sustainable aviation fuels (SAF) and other eco-friendly technologies to enhance its environmental performance further.
Onboard, Play encourages passengers to participate in sustainability efforts by reducing single-use plastics and offering digital options for tickets and in-flight materials. We are addressing immediate waste challenges through these initiatives and looking toward long-term solutions to contribute to a greener aviation industry.
With the integration of modern technology, how is Play Airlines elevating both customer experience and operational efficiency?
PLAY has developed user-friendly digital platforms, including a highly responsive mobile app and website, where passengers can easily book flights, manage their reservations, and receive real-time notifications on flight statuses. This seamless digital experience extends to airport services, where self-service kiosks and automated check-ins reduce wait times and streamline boarding.
On the operational side, Play utilizes sophisticated data analytics tools to optimize everything from flight scheduling to fuel consumption. These tools analyze real-time data on weather patterns, air traffic, and fuel usage, allowing for more efficient route planning and cost savings. Additionally, predictive maintenance technologies help monitor aircraft performance, minimizing downtime, and enhancing safety.
During its expansion, which challenges has the airline encountered, and in what ways have these been addressed?
One of the primary hurdles is maintaining consistent service quality while rapidly growing the workforce and infrastructure during its expansion, especially as it enters new markets and scales its operations. To address this, the airline has implemented comprehensive training programs to ensure new staff have the skills and knowledge to uphold Play’s service standards. Another challenge has been managing operational logistics, such as ensuring fleet availability and coordinating schedules across multiple time zones. Play has tackled this by investing in advanced scheduling and fleet management technologies to improve efficiency.
Furthermore, Play has encountered varying regulatory frameworks, licensing requirements, and operational rules as it expands into new international markets. In response, the airline has bolstered its legal, compliance, and governmental affairs teams, ensuring all market entries comply with local regulations while minimizing delays. This strategic approach has enabled Play Airlines to successfully navigate the complexities of international expansion.
Regarding the company’s growth strategy, have any pivotal partnerships or collaborations played a crucial role?
Partnerships are a cornerstone of Play Airlines’ growth strategy, pivotal in expanding our reach and enhancing our service offerings. Our collaborations with airport authorities have been instrumental in securing key slots and optimizing our operations, allowing us to provide seamless connections for our passengers.
These relationships enable us to expand our network efficiently and strengthen our presence in existing and new markets. While working closely with other airlines, our code-sharing agreements have significantly broadened our route options. It allows us to offer more flexible travel itineraries, providing our customers greater convenience and access to a broader range of destinations.
We’ve also forged strategic partnerships with leading technology providers, critical in driving our digital transformation. Integrating advanced solutions into our operations has improved operational efficiency, streamlined processes, and enhanced customer experience. These collaborations help us stay ahead of industry trends and ensure that Play Airlines continues to deliver a high standard of service as we grow.
Amid evolving industry dynamics, which key trends are the main focus to stay ahead in the aviation sector?
The aviation industry is undergoing significant shifts, with sustainability and digital transformation driving much of the change. At Play Airlines, we recognize the importance of these trends and are proactively preparing to adapt. Sustainability is becoming a critical focus, with the development of sustainable aviation fuels gaining momentum. We are actively exploring partnerships in this area to ensure we meet future environmental standards and contribute to the industry’s move toward greener practices.
In parallel, the digital landscape is evolving rapidly, influencing customer expectations and operational efficiencies. To stay ahead, we are investing in advanced technologies that can enhance our digital infrastructure, enabling us to offer our passengers more personalized and seamless experiences. By aligning with these key industry trends, Play Airlines is positioning itself to thrive in the ever-changing aviation landscape, ensuring we remain competitive and forward-thinking.
In light of Iceland’s recent volcanic activity, how has it influenced your operations and public perception?
Although the recent volcanic activity in Iceland has drawn attention, it has not disrupted our operations. All airports and transportation routes remain fully operational, allowing us to maintain our flight schedules without interruption. We understand that such events can impact public perception, so we’ve intensified our marketing to reassure travellers that Iceland remains safe and unaffected. By emphasizing the country’s ongoing vibrancy and addressing concerns directly, we aim to maintain travellers’ confidence and ensure that Iceland continues to be a desirable destination.
We have taken proactive steps to keep our customers informed with real-time updates on the situation, ensuring transparency and fostering trust. Our communication strategy includes leveraging social media, email newsletters, and our website to provide accurate information and address travellers’ concerns.
Looking ahead, what are the company’s long-term goals, and how do you plan to maintain a competitive edge?
We centre our primary long-term goals around strategic growth and innovation. Over the next four to five years, we plan to significantly expand our fleet, which will allow us to increase our flight frequencies, add new destinations, and enhance the overall connectivity of our hub. This expansion is crucial for meeting the growing demand for affordable transatlantic travel and solidifying our reputation as a leading low-cost carrier.
Maintaining our competitive edge involves leveraging data analytics to understand and anticipate customer preferences, enabling us to offer personalized services and improve the overall passenger experience. Our strategy includes exploring partnerships and alliances to enhance our network further. Through these combined efforts, we are confident in our ability to remain at the forefront of the low-cost airline industry, offering reliable, efficient, and affordable travel options across the Atlantic.
How do you plan to cultivate a solid organizational culture and support employee development?
I plan to invest in comprehensive employee development programs, offering ongoing training, mentorship, and providing opportunities for career advancement. We empower our team members and encourage open communication to ensure they remain motivated and engaged, directly translating into better customer service. I’ll work to create a culture of inclusivity aligning with our values and mission, as these are integral to maintaining a strong and unified workforce.
What are your top priorities for the overall organization in the coming year as CEO?
As CEO, my top priorities for Play Airlines in the coming year center around three key areas: growth, innovation, and sustainability. First, I will focus on expanding our route network to reach more destinations and tap into new markets, especially in Europe and North America, to meet growing demand. Second, I aim to drive innovation by adopting more advanced technologies that enhance the customer experience and operational efficiency, such as digital passenger tools and data-driven insights for optimized flight planning. Lastly, sustainability will remain a cornerstone of our strategy as we explore more environmentally friendly practices, from fuel-efficient aircraft to waste reduction initiatives. Balancing growth with our commitment to affordability and eco-consciousness will be a critical priority.
As you transition from board chairman to CEO, do you have any closing remarks regarding your new role?
Having been deeply involved in the company’s journey from the beginning, I understand the core values that have brought us success. I feel energized by the opportunities and challenges ahead for Play Airlines and am committed to preserving and expanding upon them.
This new role allows me to engage more directly with our talented team, implement forward-thinking strategies, and ensure we continue evolving as a leader in the low-cost airline industry. We’ll continue to redefine affordable air travel and position Play Airlines to sustain long-term success.
Jennifer M Williams | Editor-in-Chief
