2007 Archive

Building the Northwest

As Iceland and the Faroes begin to exploit the potential of a new economic union between the two countries, the Hoyvík Agreement is seen as the charter for a redoubtable economic zone, as solid and as formidable as the basalt that forms the very heart of the Faroes.

Enniberg is one of those imposing, larger-than-life natural wonders that leaves the senses a bit dizzy. Its massiveness rises out of the sea to a numbing 754 meters (2474 feet) and one is left benumbed pondering what tremendous forces must have thrust it soaring into the air to stand sentinel over the northern reaches of the Faroe archipelago. Some 60 million years ago the earth opened and Enniberg’s basalt foundations were laid down upon the existing continent, long before there was even a drop of water in the North Atlantic Ocean. Eons passed. Tropical forests came and went. Ice ages came and went. Eventually, pressures great and small tipped the remnants of the gigantic Faroe plateau and Enniberg rose out of the sea like some mighty ship’s bow. Today, the waves churn and swirl around the monumental sea cliff in dazzling displays of foam and froth. Enniberg is definitely the highest sea cliff in Europe — some would even say the world — and it seems to be charging through the seas, leading the entire archipelago northward, onward to Iceland.

Indeed, the two countries are striving to merge. Not geologically, of course, but in truth, the two countries are moving closer and closer economically, as pressures great and small, again, impact the destiny of the Faroes. As legend has it, a giant from Iceland once tried to drag the entire archipelago back home, so smitten was he with its beauty. Alas, his nocturnal adventure was spoiled by the rising sun, which swiftly turned him into stone for attempting such a brazen act. What giants of old could not achieve has nevertheless come about. Forced to address the collective economic future of the region, both the Faroes and Iceland agreed that it was timely to join forces to enhance the region’s comparative competitive advantage and the two countries struck a deal that no doubt will play a decisive role in the destiny of the two countries, especially for the Faroes. Such a venturesome initiative is indeed reminiscent of the exploits and resourcefulness of Magnus Heinason and Nólsoyar Pall, both national Faroese folk heroes, who, each in his turn, contributed to the economic advancement of the Faroes.

The Faroes sits alone and isolated in the mid-most heart of the North Atlantic, essentially equidistant from Iceland, Norway and Scotland, home to some 48,000 people. According to tradition, adventuresome Vikings from Western Norway and settlements in the UK and Ireland founded the Faroes early in the 9th century. Early on, trade flourished with Norway and the population grew. By the end of the 13th century, there were some 4,000 people spread about the Faroes. Yet, inexplicably the Faroes plunged into economic chaos in the 14th century. Perhaps it was the Black Death; there are certainly legendary accounts that tell of whole villages being wiped out.

By 1361, Hanseatic merchants had gained access to the trade routes in the North Atlantic from the Norwegian king, but still the Faroes remained isolated and forgotten. Even though traditionally aligned with Norway, the Faroes eventually fell under the rule of the Danish king. On several occasions, he tried in vain to give them away to Henry VIII in exchange for loans to keep his government afloat. In 1529, the Danish king succeeded eventually in gaining 100 marks a year for the Faroes from two merchants in Hamburg. These merchants proceeded to demand both taxes and enforcement of a trade monopoly. Times, to say the least, were hard.


Trade monopoly until 1846: The Reformation in 1536 began to unravel the cultural foundations of the Faroese. Political and economic control was secured in the Danish crown. Danish became the language of the church and government and Faroese was relegated to the home. There was a reprise of sorts in 1579 when the existing trade monopoly was given to Magnus Heinason, an intrepid adventurer and a native of the Faroes. He pledged to rid the Faroes of pirates and built the fort that protects the harbour of Tórshavn, the capital of the Faroes, even to this day. Much beloved by King Frederik II, Heinason was decidedly the enemy as far as Danish officialdom was concerned and upon the death of Frederick II, they had him summarily tried and beheaded in 1589. In true bureaucratic fashion, a full pardon was eventually granted in due time upon appeal.

Eventually, in 1619 the official trade route shifted from Bergen to Copenhagen. Smuggling was rampant, as one could well imagine, even though officially all trade flowed through the trade monopoly. Eventually, the Danish king, perhaps again in need of funds, transferred the Faroes in fief to one Christoffer Gabel, who ruled the Faroes with an iron, albeit distant, fist. The Danish king allowed Gabel both economic and political control of the Faroes, which flowed to his son, Frederick, upon Gabel’s death. During this period, the prices of imported goods soared, while exports fetched next to nothing. Protestations to the Danish king were greeted with but little response.

Finally, upon the death of Frederick Gabel, the king intervened and dispatched a royal commission to investigate conditions in the Faroes. Seizing upon the opportunity, the Danish king took over the trade monopoly himself in 1709. War was rampant at this time and the king needed a steady supply of woolen stockings for his navy and army. The frames used by the Faroese to produce these stockings are still to be found in the national museum, testament to the harsh reality of a trade monopoly that limited the economic growth of the Faroes and held it ransom for the meager supply of foodstuffs and other goods the king exchanged for his woolen stockings.

Nonetheless, conditions were better under the royal trade monopoly than under that of the Gabel family. However, governmental control was again consolidated in Denmark and the Faroese were restricted in their efforts to expand trade or to promote the economic advancement of the country as a whole. Reportedly people on the remoter islands perished from starvation even though food was available in Tórshavn. Eventually, the king espoused an even crueler law in league with the farmers he had appointed to run the huge farms the crown confiscated from the Catholic Church following the Reformation. In 1777, the king introduced the ‘slave law’, so-called because anyone who wished to marry had to own land able to support a family. This was nigh unto impossible and the population stagnated. The slave law as well forced those who wished to leave the Faroes to pay a huge, impossible sum. In the end, the able-bodied men had no choice but to be conscripted for the fields and the fishing boats. Others toiled at tasks for the trade monopoly, moving trade goods on and off the ships. Deplorable as it sounds, this law was not repealed until 1846.


New era: During this period, there was one bright economic star—Nólsoyar Páll. Born and bred on the island of Nólsoy (which protects the harbor of Tórshavn), he boldly took the step of becoming the second Faroese to own an ocean-going ship. Not since Magnus Heinason, some 200 years previously, had a native-Faroese owned such a ship. He engaged in ferrying goods from the American colonies, transshipping the goods in the Faroes and then slipping them into England, which at the time placed heavy import duties on goods from America. He was the undisputed champion of free trade, as one might imagine. He even successfully convinced the Danish authorities, as well as the Faroese themselves, of the advantages of free trade.

Legislation was set to be introduced on 1 January 1796, only to be forestalled by the Napoleonic Wars. Alas, again, the need for stockings outweighed any other local economic considerations. Nólsoyar Páll perished at sea in 1809, some would offer under mysterious circumstances, en route to the Faroes with a load of grain, which no doubt was not destined for the storehouses of the royal trade monopoly in Tórshavn.

Early in the 1830s, interest in fishing grew. Following a sojourn to the Scottish isles in 1839, the Faroese returned with an enthusiasm for fishing that has become the hallmark of the country. By the 1840s, fish comprised some 40 percent of the total export. Faroese wool was still in demand and still lived up to its name as Faroese gold, but obviously times were changing. By the 1850s, most Faroese were involved with the export of fish in one way or another, a fact that is still the norm today.

Venturing out to Scotland was the tipping point for the Faroese. The times demanded a new reality. Soon thereafter, the trade monopoly collapsed and was officially ended on 1 January 1856. Toward the close of 2006, the Faroese celebrated the end of the monopoly by marking the 150th anniversary of its demise. Almost at the same time as it was celebrating the end of this infamous period in Faroese history, the country marked the beginning of a new era with the announcement of the free trade agreement with Iceland, which hopefully will prove to be a similar major turning point in the economic vitality of the country.


Learning from Iceland: Upwards of 97 percent of the Faroese export is fish and fish products, a fact that is both good and bad. An economy based for the most part on a single raw resource stands in peril. The vagaries of a single marketplace alone can determine the economic strength of the whole country. In the late 1980s, by way of illustration, the Faroes boasted one of the highest per capita incomes in the world, due in large measure to outstanding fish catches and soaring market prices, only to be plunged into the depths of depression in the early 1990s when the catches evaporated and prices dwindled to the ridiculous.

Following these disastrous events and fully conscious of the necessity to expand the Faroese economy and to ensure its stability long-term, the Faroese government launched initiatives to become more integrated economically with its surrounding neighbors and the EU itself.

Because of concern over fishing rights within its territorial waters, the Faroes has remained outside of the European Union. Neither is it a member of the European Free Trade Association, better known as EFTA, the economic confederation comprised of Iceland, Norway, Liechtenstein and Switzerland. As a consequence, the Faroes must tediously negotiate its own trade relationships with the EU and with the countries in EFTA. It has come a long way in this regard, however, and meets annually with delegations from the EU to address a wide range of issues, including trade quotas (mostly for fish and related products) and the free movement of people and capital. The Faroes has also negotiated observer status with EFTA and is aggressively seeking full membership in EFTA.

Yet, the signing of the so-called Hoyvík Free Trade Agreement with Iceland has opened up a new window of downright exuberant economic opportunity for both countries. The agreement entered into effect on 1 November 2006 and as a consequence ushered in a new era of collaboration between the two countries on the so-called ‘four freedoms’ — the free flow of goods, services, capital and people between the two countries.

Initially, when the agreement was being negotiated many in the Faroes considered such an agreement to be just another trade monopoly, only this time with our Viking kindred to the north. Icelandic companies had long been interested in Faroes and had been doing deals for years, especially in the fishing industry. Without a doubt, the Icelanders have the money and the international experience to capitalize on good business opportunities in the Faroes. The international Icelandic shipping company, Eimskip, is certainly one example. Eimskip, long established in the Faroes, recently absorbed the Faroese freight company, Faroe Ship, into its operations in the Faroes. Kaupthing Bank is another key example. Several years ago, it entered the Faroese financial market in a joint venture with Föroya Sparikassi. Recently, Sparikassi left the venture and Kaupthing moved to a new location and now offers investment banking services, commercial loans and property and asset management expertise. Föroya Sparikassi certainly learned a great deal from this venture as well. It subsequently expanded internationally by purchasing a bank in Denmark while acquiring the majority of the shares of an Icelandic savings bank, and is now known as Eik Bank with assets of some 12 billion dkk (1.61bn eur), with before tax profits in 2006 of some 307 million dkk (41m eur).


Proud ancestors: This type of economic expansion and fiscally sound development is exactly what the Hoyvík Free Trade Agreement anticipated and encourages. In many ways, it affords the Faroese the opportunity to experiment with expansion into a receptive market and culture, as a stepping-stone to other even more sophisticated ventures in Europe and the rest of the world. At the same time, it opens the potential for Icelandic investment in the Faroes, not only of capital, but also of international market expertise.

Now goods and services for the most part flow between the two countries without any burdensome tariffs. A joint committee has been established to review the technical issues that are part and parcel of merging the laws and regulations of two countries so that trade can flow as easily as possible and the potential of such a free trade agreement can emerge for businesses in both countries.

What is most important for the Faroese, however, is the potential to learn about international expansion and the nurturing of businesses flung about the planet. The Faroese have but little experience in operating multinational businesses. Many of the subsidiaries that Faroese companies do operate abroad are located in Denmark. The Hoyvík Free Trade Agreement enables the Faroese to branch out, to become more competitive and to collaborate effectively with Icelandic companies in ventures both locally and internationally. In essence, the Faroes and Iceland will become one rather large and viable market. The existence of such a market will no doubt strengthen the region’s comparative advantage, as the two countries jointly attempt to attract international business to the area, as well as take jointly developed initiatives worldwide that have been market-tested in the new Iceland-Faroe marketplace.

The pursuit of international free trade is again emerging as the dominant economic theme in the Faroes. Magnus Heinason and Nólsoyar Páll would be deservedly proud that their fledgling efforts have finally begun to bear fruit.
 

Privatizations: Golden Opportunities Presented

A growing influx of foreign businesses has made the Faroes a highly competitive environment — with upcoming privatizations of government owned companies set to attract new attention from international investors.

While plans to include Faroese Telecom in the Faroese government’s forthcoming wave of privatizations have been preliminary frozen for lack of political consensus, the bulk of the scheme remains on track. It comprises commercial bank Föroya Banki, pension fund and life insurance company Lív, and air carrier Atlantic Airways, all of them well consolidated companies with a history of success.

Symbolically, for many Faroese who remember the financial turmoil that occurred a decade-and-a-half ago, the upcoming privatizations are seen to mark a final farewell to the unpopular crisis measures of the early 1990s.

“You could say we have a luxury problem on our hands,” says Prime Minister Jóannes Eidesgaard. “As a government, we generally do not think we should own or operate commercial corporations. We consider it necessary to sell these companies, preferably both to strategic investors and to the Faroese people, partly through flotation on the stock market. These companies represent taxpayer assets and we will seek to secure a fair price. Time has come for the government to move away from non-core business; instead, we should free up our resources for optimum use. Privatizing these companies will hopefully generate revenues that can be spent on core priorities and payment on government debt.”

Mr Eidesgaard adds: “Insurance companies, commercial banks and airlines are best operated as free enterprises under normal competitive conditions. The government’s job, on the other hand, is to provide for political stability and a strong social services infrastructure. We are not going to privatize merely for the sake of it — there is a clear limit — and health care and social security are generally speaking beyond that limit.”

Given the reality of the Faroese home market — a mere 48,000 people inhabit the islands — foreigners are amazed when made aware of the general level of wealth. Some find it hard to believe that so few people would be capable of creating such an advanced community, chiefly funded and facilitated by their own exports and communication systems.

According to Áki Johansen, Director for the Department of Strategy and Economic Development at the Prime Minister’s Office, the strong Faroese economy works to propel the country to become “a more proactive participant” in the global marketplace.

“Things move very quickly in the Faroes,” he says. “One or two years ago, talk of global perspectives in business or government would often be dismissed as pure fantasy. Today, globalization is part of everyone’s thinking. The comparison between a super tanker and a speed boat may apply here: the Faroes as the fast moving, extremely maneuverable speed boat, and larger societies as the big, heavily loaded supertanker.”

Some may, to a degree, attribute recent developments in the Faroese business community to the ‘Iceland effect’ as initiated with the entry of Icelandic financial services companies less than a decade ago and now institutionalized in a comprehensive trade agreement between the governments of the two countries.

“What is hardly disputed today is that many Faroese companies have evolved to a high degree of internationalization in a very short time frame,” Mr Johansen maintains. “Not that we didn’t have strong companies, active in foreign markets since many decades; but those were very few. What we’re seeing now is a whole culture of internationalism in the business community with success stories ranging from security software and telecom to maritime services to art and entertainment — all of which seems to indicate that we’re building a more diverse export industry to complement the all-dominant seafood.”

As chairman of the government’s special Privatization Task Force and a member of several subcommittees that deal with specific privatization objects, Mr Johansen is one of the key persons involved in the current privatization schemes. However the case of Föroya Banki is somewhat different inasmuch as the bank, technically, is owned by the 1992 Finance Fund, which works independently of the government’s system of departments and agencies.

“All of these companies that are being offered for sale now are potentially very attractive for investors. Their age ranges from just over 30 to just over 100 years; all of them are highly respected and financially strong, and all of them have excellent market positions and are poised for international growth. We have highly favorable events taking place in their respective business environments, such as the deregulation of the insurance and pensions market, the ongoing mergers and acquisitions, the toughening competitive environment, and the increasing level of globalization.”

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Classy Cultural Center Expands Conference Capacity

More than an architectural gem and a must see for any visitor to Faroe, the Nordic House is becoming increasingly popular as a conference center, with pretty good reason—and with a stylish extension underway.

Things have never been quite the same in Tórshavn since the Nordic House in the Faroe Islands opened almost 25 years ago. Conceived as a cultural house, designed by architects Ola Steen from Norway and Kollbrún Ragnarsdóttir from Iceland, the quietly stunning building so perfectly blending into its environment has proved highly versatile. Used for many kinds of concerts, exhibitions, special events and — to an increasing extent — international meetings and conferences, the house is now set for an extension that will considerably expand its conference capacity.

“We were fortunate that architect Steen is still active in the business,” says Niels Halm, managing director of the Nordic House in the Faroe Islands. Mr Halm explains that the architect was contacted and was willing and able to take on the project. Effectively, he will dust off a part of his original design of the house that was ditched back in the early 1980s.

“The result will be both independent and integrated in relation to the main building. It’s a separate house and it will be placed behind the main building but the two will be connected via an underground passage.”

With construction work scheduled to begin during the second half of 2007, the two-story, 15 million dkk (2m eur / 1.4m gbp) Nordic House extension will include a medium-sized auditorium with arena-style seating for a maximum audience of 170, plus five separate rooms for meetings, seminars or other events.


‘Extra experience’: While the conference facilities already offered by the house may well suffice for hosting a number of high quality events and large gatherings in every season, the additional capacity will allow for a more focused effort in the field of business conferences, seminars, meetings and similar activities. And it will come handy as demand for business related events continues to soar.

“It’s kind of a balancing act,” says Nordic House project manager Urd Johannesen. “This is a cultural house and we do prioritize cultural events, especially in the evenings and at week-ends; but conferences and meetings also form part of the core activities. As a matter of fact, we have to turn down some requests for holding events here… I think people have become more aware of the advantages the Nordic House has to offer and how well suited it is.”

In spite of a prevalent viewpoint that distinguishes very clearly between cultural events and business events, a more integrated approach is often seen in the Nordic House, highlighting the fact that there is no business life without culture, and no cultural life without business.

Says Ms Johannesen: “Business and culture don’t necessarily have to be separate — sometimes it’s quite the opposite. This house encompasses both, and it’s apparently becoming more in demand to mix cultural elements into business events, and I think that’s really where the Nordic House stands out. Business and culture complement each other and a combination is often profitable for both.”

When the extension has been completed, events held may for instance include sessions of the Nordic Council of Ministers, says Mr Halm.

“This is already the best conference center in the Faroes and I’d say we’re well-geared for events of many sizes but things like Nordic Council sessions would be a bit too much of a stretch at present — however that might be different when the extension is built.”

The Nordic House in the Faroe Islands functions as a cultural organization under the Nordic Council of Ministers, funded mainly through the Council, with an annual contribution from the Faroese government. The current extension project is sponsored by the Nordic Council, the Faroese government, the municipality of Tórshavn and the A.P. Møller and Wife Chastine McKinney Møller General Purpose Fund.

“We’ll be looking to market our new facilities with a focus on conferences that are likely to be held overseas — those who want to add some extra experience to their events.”

The target has been set to eight additional conferences a year, and the Nordic House will be cooperating with local hotels to offer accommodation and related services.

“Four events before the summer season and four events shortly after the season, each approximately 150 persons, will be well in line with the capacity of this town,” Mr Halm says.

Link to pdf presentation...
 

Trade & Tourism: Another Phase, a New Face

The recent merger of the Trade Council and the Tourist Board into one Trade & Tourism Council is likely to remain high on the new managing director’s agenda for a while — but it doesn’t stop her from bringing scores of innovative ideas to the table.

It was widely seen as signifying at least a generational change, if not ushering in something profoundly new, when Elin Heinesen in early 2007 was appointed managing director of the recently formed Faroe Islands Trade & Tourism Council — the merged Faroe Islands Trade Council and Faroe Islands Tourist Board. Not that selecting a female as head of a government agency will necessarily lift eyebrows in a modern society; it’s rather the person, seen in her potential as an inspirational leader and charged with combining the two separate bodies into one unified organization.

Known as a business entrepreneur and something of an artist as well, with a firm footing in media and corporate communications, Ms Heinesen will doubtlessly encourage fledgling creatives to realize their international ambitions. Beyond that, she will be likely to motivate those whose new ideas may offer anything from incremental process improvements to breakthrough business models. Her job will probably consist in facilitating international business contacts to help Faroese companies build their exports, and last but not least, assisting the Faroese develop their incoming travel business. Speaking of promotion and tourism, before her first day on the new job — which entailed leaving her position as editor of a major Danish in-store magazine and moving back to her native islands in the North after more than twenty years of expatriate life — Ms Heinesen aired an idea that immediately caught the attention of many: Why not make some spectacular tourist attraction out of the soon-abandoned military radar installation on the summit of the Sornfelli mountain. Hey! did you get that one? (See next article "Care to Dine with a View?")

With good management experience — originally trained as a screenwriter, by the way — Ms Heinesen will no doubt use her new position to influence the development of the Faroese business scene. To this end she’ll be backed by the fact that the former Trade Council offered business development advice and vital export promotion services for Faroese companies in the last twenty-five years, while the former Tourist Board invested decades of work and financial resources in market and product development to help build what now is an up and coming tourism sector in the Faroes.

Progressive thinking has ever been at the heart of Ms Heinesen’s personal values. “Nobody can be an expert in every subject,” she says, “but the ability to take a bird’s eye view is often very valuable. I believe in the idea of looking toward the future with confidence yet with realism. In today’s extremely fast-changing world, it’s essential to develop and apply strategies for staying on top of things. Using information and communication technology effectively can make virtually any project so much smoother, quicker and less expensive and what’s more, it will define the very nature of projects — you can’t afford to miss out on it.” But technology alone won’t do the job; it’s people that shape technology and business processes and, according to Ms Heinesen, the human element remains the most important element in any organization.

“This is interesting because everything is about people and how we interact… But information, communication and technology is forging a new reality; it’s the ‘leveled playing field’ where small companies and nations can be the winners in a myriad markets. Things like innovation and creativity are becoming pivotal in every area of business, and a country like the Faroes has a distinct strength in this context. But I think it’s crucial that we use this as an opportunity.”

As people living in an increasingly globalized environment the Faroese, much like the rest of the world, need to embrace change to whatever extent necessary, and the ability to cooperate effectively and develop strong networks is becoming more important.

“To stay competitive, we have to be inventive and learn how to develop new concepts and think in new terms, to do things in a different way. And when setting our goals and objectives, we have to be strategic and think ahead yet in following through on plans we have to be steady. But nobody can be an expert in every field and that’s why networking is so important… knowing whom to turn to in which situation. With all the new technology — and the Faroes is incredibly well connected — we’re looking at something very interesting.”

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Care to Dine With a View?

If branding the Faroes involves setting up some spectacular tourist attraction, Elin Heinesen presented what could become the ultimate experience for domestic and foreign visitors alike — a marvel of a Cold War museum offering a majestic view of the mountain tops.

Before she had even started in her new position as managing director of the Faroe Islands Trade & Tourism Council, Elin Heinesen had heads spinning across the islands. “Yes, we do have a magical country,” she said in a public speech in Tórshavn, on the occasion of the St. Gregor’s Mass, an annual spring day event celebrated on 12 March. “But how can we create truly unique experiences that could make this country even more magical for visitors?” Then she proposed what made the headlines: let’s convert the abandoned Sornfelli radar domes and the adjacent facilities inside the mountain into a world-class leisure, entertainment and cultural facility.

“We could think big,” Ms Heinesen suggested, “by, for instance, putting up some spectacular landmarks here for people around the world to become enchanted by. In fact, we’ve got some amazing opportunities, of which I’d like to mention just one, as an idea: 750 meters up in the mountains of Streymoy, there lies something which could become a truly unique landmark, unmatched anywhere in the world.

“The radar domes and the tunnels and caves carved into the Sornfelli mountain, now abandoned by NATO, are still there — like a secret fairy tale castle cut into solid rock, with the radar domes as towers rising on the summit. For many, many years, this fairy tale castle — like the castle in the tale of Sleeping Beauty — was unapproachable and the public was denied access to its experience; but now… at last we are allowed to see what’s hiding up there.”

Faroese media were quick to follow up on the story and the daily newspaper Sosialurin printed the entire speech. During the following days and weeks, representatives from the tourism industry and the political establishment would weigh in, approving of the idea.

“This mountain isn’t going anywhere,” said Prime Minister Jóannes Eides­gaard according the public radio ÚF. “Everything is possible if there is a political will,” he added. Kent Christensen, a former marketing manager of Atlantic Airways and now head of a travel agency startup, observed: “Creating a leisure and entertainment center on Sornfelli is a good idea… Such a thing could come in handy when you promote the Faroes.”

Back at the speech, which turned out to be wholly devoted to the self-same subject, Ms Heinesen’s went on: “When the weather is clear the view from the summit is stupendous… also with the fog filling the valley down below… I’ve been up there myself once, together with a foreign visitor on a beautiful day, enjoying the sunset. He told me he had once scaled the roof top of the world in the Himalayas, where they would have to walk for days in order to reach the altitude that would afford them a view of the mountain tops — a truly breathtaking experience. ‘You are lucky,’ he said, ‘because here you just take a 15 to 20 minute drive from Tórshavn or half an hour from the airport to get a similar spectacular experience. Standing on the Sornfelli and looking over this vast array of mountains felt just as breathtaking as if it were in the Himalayas. This is pure magic!’ He found it unbelievable that we’re keeping this pearl so secret.”

Ms Heinesen mentioned the possibility of using the caves and tunnels of Sornfelli for cultural and educational purposes as well as a leisure and entertainment center.

“For instance, we could use the tunnels in there for exhibitions… as well as for concerts, congressional meetings, courses — perhaps even a Cold War museum, which could attract international attention… We should welcome investment in a restaurant up in the domes with a view over all the Faroe Islands…”

Regardless of weather conditions, the bunkers and tunnels are likely to attract many, Ms Heinesen said. Importantly, the construction is already in place and refurbishments won’t even have to be very expensive.

“The place is so intriguing in itself that merely being there offers a very special experience in any circumstances… And the best thing of all: We could in fact develop the site at relatively low cost inasmuch as it is already built. The road goes all the way up. There is an area leveled for parking. It couldn’t be more convenient.

“This could become a magnificent landmark for the Faroes — unique in the whole world — with its own history, international history.”

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Welcome to the 2011 Edition of the Faroe Business Report

Cover of FBR 2011

I’m proud to present the 6th edition of the Faroe Business Report. It’s a pleasure again this year to bring you this information package about the Faroese business scene in cooperation with leading businesses and government departments and agencies. I encourage you to take a read to check the state of affairs in the Faroese business environment and see what some of the main events are compared to last year or a few years back. I guarantee that there’s quite a few things that happen in the course of a single year — major change can occur very quickly in the Faroe Islands.


Búi Tyril
Publisher and Editor in Chief


Reach International Businesspeople with an Eye on the Faroe Islands

Sponsoring an article or placing an ad in the Faroe Business Report is a great way of accessing important market segments or conveying your values to key constituencies. For those keen to share with an international audience what their position in the Faroe Islands may mean, this yearly publication is recognized as the information medium of choice — an undisputed leader in its field.
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Sannførandi søgur byggja álit millum viðskiftarar og veitarar

Fyri bæði fyritøkur og stovnar er umráðandi at samskifta væl við umheimin, soleiðis at góð og hóskandi kunning altíð er tøk í rættari tíð. Hesin samskiftis tørvur ger seg altíð galdandi, eisini tá vit ikki beinleiðis síggja hann.

Hetta kemst millum annað av at broytingar við meir ella minni avgerandi ávirkan á virksemið hjá fyritøkuni ella stovninum kunnu henda óvæntað skjótt.

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