Today marks six years since COVID-19 fundamentally disrupted Danish society and paralysed its healthcare system. While the immediate pandemic has receded, a new study from the Danish Nurses Council (DSR) reveals a fragile and concerning reality: the frontline of the Danish healthcare system feels unprepared for the next crisis.
According to the DSR study, nearly three out of five nurses (approximately 60%) report they do not feel sufficiently informed about their role in a crisis situation. Perhaps even more alarming for operational security, almost one in five nurses is unaware if their workplace even possesses an emergency plan.
Dorthe Boe Danbjørg, chairwoman of the Danish Nurses Council, interprets the data not just as a knowledge gap, but as a systemic failure in involving staff.
– “The study clearly shows that preparedness in the healthcare system must be strengthened, and that healthcare personnel must be involved much more in the preparedness,” says Danbjørg.
A Shifting Threat Landscape: Beyond Pandemics
While the study was released on the anniversary of the COVID-19 lockdown, the context of this anxiety has broadened significantly. The geopolitical situation in Europe has deteriorated since 2020. As such, when nurses speak of “crisis,” they are no longer only thinking of viruses.
Current government analysis suggests that threats now encompass hybrid warfare, cyberattacks on hospital infrastructure, and extensive power outages. This shift has prompted new legislation and national strategies that seek to “robustgøre” (make robust) the healthcare system.
The Policy Response: A Top-Down Infrastructural Push
In response to this elevated threat, the Danish government has launched significant initiatives. In the 2026 financial agreement with the Danish Regions, a three-digit million kroner amount was allocated specifically to strengthen health preparedness.
New Operational Standards
The National Board of Health has issued new guidelines requiring hospitals to maintain operations across three distinct timelines:
1. Near-normal operation for the first 24 hours.
2. Reduced operation (postponing non-critical surgeries) for up to 3 days.
3. Emergency operation (only critical and life-saving treatment) for up to 7 days.
Furthermore, 2025 saw the establishment of the Health Sector Operational Staff (Sundhedssektorens Operative Stab), designed to coordinate crisis management between national, regional, and municipal authorities. Complementing this, the Danish Medicines Agency launched a new state preparedness for medical equipment in January 2026 to ensure supply chains during national or global crises.
The Missing Link: Human Infrastructure vs. Physical Hardware
The dissonance highlighted by the DSR study is clear: while policymakers are busy securing concrete infrastructure—power lines, medical stockpiles, and IT systems—the “human software” running the system feels disconnected.
Dorthe Boe Danbjørg argues that you cannot have a robust “total defence” without a robust health response.
– “If we are to be better equipped than we were during COVID-19, it requires that the healthcare system is integrated into the overall preparedness,” Danbjørg stated recently, pointing to Sweden as a model where healthcare is an integrated part of total defence with clear requirements for plans and exercises.
This sentiment is echoed by the numbers: 43% of leading nurses report staff shortages, and 56% state that these shortages negatively affect the quality of care. A plan on paper is useless if there aren’t enough trained hands to execute it under duress.
Nordic Collaboration: A Regional Solution?
For Nordic Business Journal readers, this issue presents a clear case for increased Nordic synergy. With Denmark taking over the presidency of the Nordic Council of Ministers in 2026, strengthening civil preparedness is a central theme.
Projects like the Nordic Mass Casualty Response Plan and the Nordic Mechanism for Sharing Situation Awareness are already laying the groundwork for cross-border resilience. However, current research indicates that legislation across the Nordics does not fully facilitate cross-border healthcare assistance, potentially complicating cooperation during major incidents. Closing the gap between Danish nurses’ uncertainty and the legal frameworks for Nordic assistance could be a key priority for 2026.
Analysis: From “Hygge” to “Robustness”
The Danish welfare state has long been built on a foundation of trust and stability. The current era, however, demands a shift in cultural and operational mindset—from the comfort of “hygge” to the resilience of “robustness.”
The data suggests a failure in translational management. While high-level strategies are set in Copenhagen, they are not trickling down to the hospital wards. To bridge this, middle managers—the “forgotten layer” of preparedness—must be empowered to translate national workforce strategies into local, situated interventions.
If nurses do not know the plan, the nation does not have a plan—it has a wish.
The Clock is Ticking
Six years after COVID-19 exposed the vulnerabilities of the Danish healthcare system, the physical infrastructure is being fortified. However, the psychological and operational preparedness of the workforce remains a critical weak spot. As the threat landscape becomes more volatile, the disconnect between ministerial strategy and clinical reality is a risk that Denmark cannot afford to ignore.
Follow-Up Direction:
In our next issue, we will investigate how the Nordic “Svalbard Group” is working to harmonise cross-border health preparedness. We will ask the tough questions: Can a Norwegian doctor practice in a Danish emergency room during a crisis? How do we share patient data across borders during a blackout? And what can the Danish model learn from Sweden’s integration of healthcare into its total defence structure?
Do you have insights on how your organisation is bridging the preparedness gap?
We want to hear from you. Connect with us at editor@nordicbusinessjournal.com to share your perspectives or to suggest topics for our upcoming series on Nordic resilience.