Aviation Insights Part 5: “Powering connectivity to the benefit of an entire nation”, Jóhanna á Bergi, CEO of Atlantic Airways
Aviation Insights Part 5: “Powering connectivity to the benefit of an entire nation”, Jóhanna á Bergi, CEO of Atlantic Airways
“Our core mission at Atlantic Airways has always been to act as a lifeline for the Faroe Islands, connecting our remote nation to the rest of the world.”
Jóhanna á Bergi, CEO of Atlantic Airways
In this fifth instalment of our Aviation Insights series we talked to Jóhanna á Bergi, CEO at Atlantic Airways. From navigating the complexities of operating in a small, remote nation to establishing a world-class aviation academy, we discussed key successes, challenges and the vision for the future of aviation in the Faroe Islands.
What were your main successes and challenges in 2024?
2024 has been a milestone year for Atlantic Airways. We recorded the highest passenger numbers in our history, operating across 15 scheduled destinations, including both seasonal and year-round routes. Our charter business, which accounts for about a third of our operations, also performed exceptionally well.
We didn’t stop at expanding our routes. We officially opened a small airport hotel in 2024, enhancing the travel experience for our passengers. Another significant achievement was gaining approval from the competent authority for our AW139 helicopter simulator and, later, for our A320 simulator. By January 2025, we had formally opened our Atlantic Airways Aviation Academy, marking a pivotal step in our long-term strategy.
Strategically, we secured important partnerships. We finalised a codeshare agreement with Icelandair, which will be active from the first quarter of this year, and an interline agreement with Air Greenland. These partnerships are crucial for a small airline like ours, helping us expand our network and improve connectivity for the Faroe Islands.
However, 2024 wasn’t without its challenges. We faced our first major strike in many years, which paralysed half of our operations for nearly a month—from mid-May to mid-June, right in the peak season. The strike wasn’t specific to Atlantic Airways; it affected the entire Faroese society. Shops had limited food, petrol stations ran dry, and even vessels couldn’t be unloaded. The ripple effect on our bookings was significant, as customers hesitated to commit, uncertain about the stability of services.
In addition, we encountered issues with our LEAP engines on the A320neos. Like many other airlines, we were affected by problems with the Life Limited Parts (LLPs). We currently have two engines in the shop, but we’ve managed to mitigate the impact and keep our operations running. Still, engine reliability remains a challenge we’re actively addressing with CFM.
What was the thought behind establishing the Atlantic Airways Aviation Academy?
Our core mission at Atlantic Airways has always been to act as a lifeline for the Faroe Islands, connecting our remote nation to the rest of the world. But beyond scheduled flights and helicopter operations, we saw an opportunity to contribute more broadly to the aviation industry by establishing the Atlantic Airways Aviation Academy.
This wasn’t just a top-down initiative; it was a bottom-up strategy driven by our own team. Our Head of Training, who has vast experience in aviation across the Middle East, Greenland, and the Faroe Islands, championed the idea. He asked, “Why are we sending our pilots abroad for training when we could bring people here?” His passion, combined with my belief in building local industries and the business acumen of our team, brought this vision to life.
We now have two state-of-the-art simulators: the A320 family simulator from SIM International in the Netherlands, and an AW139 helicopter simulator, which we developed in collaboration with Alsim. The latter is, without doubt, the best on the market right now, offering CAT D certification and integrated hoist training with virtual reality—something that’s rare even globally.
Of course, adding new services comes with risks. This is a significant investment for a small company, and the success of the academy depends on attracting international trainees. But we’re already seeing promising results, with pilots from Icelandair, Denmark’s Uni-Fly, and even Kyrgyzstan training here. I believe the combination of high-quality training, world-class facilities, and the unique appeal of the Faroe Islands will make this venture a success.
What is your view on succession planning in the context of the complexity and attractiveness of the airline Industry and being situated in a relatively small and remote location?
Succession planning is critical for us, especially given our size and location. We operate in a tight-knit community of about 55,000 people spread across 18 islands, so we can’t rely on a vast talent pool like larger countries. But I see this as an opportunity, not a limitation.
We’ve built a strong internal pipeline by investing in young talent. For example, since 2015, we’ve offered free A320 type ratings to young Faroese pilots who’ve completed their basic training abroad. Some of them are still with us, while others have gained international experience and may return in the future. We also actively engage with schools and offer open days to attract young people to careers in aviation—whether as mechanics, pilots, or cabin crew.
That said, there are challenges. Unlike larger countries where you can recruit from a pool of professionals with aviation experience, in the Faroe Islands, most of our new hires don’t have a background in aviation. We have to train them from scratch, which requires a significant investment in time and resources. But we’re committed to this process because it ensures that our team is deeply connected to the company and the community.
“We don’t’ have the luxury of being able to recruit from a large pool of aviation professionals. We need to work harder to train new employees from scratch, offer opportunities for growth and find creative ideas to engage with our wider community and potential future hires.”
While we prioritise local talent, we also recognise the value of bringing in fresh perspectives from outside the aviation industry. For example, in areas like digitalisation, business intelligence, and customer experience, we’ve welcomed people with diverse backgrounds who bring new ideas and approaches. It’s about finding the right balance between local knowledge and external expertise.
How well Is the Faroe Islands positioning in terms of nurturing talent and meeting the demand from the market?
The Faroe Islands may be small, but we punch above our weight when it comes to nurturing talent. We have a highly educated population, with many young people studying abroad and returning with valuable skills and experiences. Our maritime industry has long been a source of international expertise, and now we’re applying that same mindset to aviation.
However, like many island nations, we do face a brain drain. Young people, especially women, often pursue higher education abroad and don’t always return. But we’re addressing this by making the Faroe Islands an attractive place to live and work—not just for locals, but for people from all over the world. We’ve seen a growing number of non-Faroese professionals moving here, contributing to our diverse workforce.
Connectivity is key to this. With regular flights to major hubs like Copenhagen, Paris, London, and Oslo, we’re not isolated. We’re part of the global community, and that makes it easier to attract and retain talent.
What are your top 3 wishes for 2025?
Competitiveness: As a small airline, staying competitive in a market dominated by giants like SAS, Icelandair, and Widerøe is a constant challenge. Our codeshare agreement with KLM and Air France is one example of how we work to optimise our operations. We also need to offer the right pricing and continuously improve our processes.
Network Expansion: Building strong partnerships and expanding our network through codeshares and interline agreements is crucial. Our recent agreements with Icelandair and Air Greenland are just the beginning. We aim to create a robust network that connects the Faroe Islands to the world.
Scaling the Aviation Academy: Ensuring the success of our Atlantic Airways Aviation Academy is a top priority. We’ve made significant investments in simulators and facilities, and now it’s about attracting international students and becoming a recognised hub for aviation training.
Of course, underlying all of this is our commitment to sustainability and innovation. We’re focused on building a future that’s not just profitable, but also responsible and forward-thinking.
Stay tuned for our next Aviation CEO Insights Part 6 in June 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
