{"id":33995,"date":"2025-05-26T13:19:55","date_gmt":"2025-05-26T11:19:55","guid":{"rendered":"https:\/\/egn.com\/dk\/?p=33995"},"modified":"2025-07-08T10:37:24","modified_gmt":"2025-07-08T08:37:24","slug":"southern-european-power-outage-shows-why-we-need-to-be-crisis-ready","status":"publish","type":"post","link":"https:\/\/egn.com\/dk\/southern-european-power-outage-shows-why-we-need-to-be-crisis-ready\/","title":{"rendered":"Southern European power outage shows why we need to be crisis-ready"},"content":{"rendered":"\n

Critical infrastructure can fail \u2013 crisis expert Jonas Mu\u00f1oz Sylvest helps Danish organisations and companies prepare for the worst<\/strong><\/p>\n\n\n\n

When the power goes out, everything comes to a halt. That became clear in Southern Europe recently, when a widespread blackout hit several countries, including Spain and Portugal. It wasn\u2019t the first time such an event occurred \u2013 but this time, the consequences were significant. Jonas Mu\u00f1oz Sylvest, crisis expert and advisor to both public and private organisations, is less concerned with the cause than with the consequences.<\/p>\n\n\n\n

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It was striking how quickly a society can be brought to a standstill, both vertically and horizontally, when something as central as electricity is no longer available, he says.<\/p>\n<\/blockquote>\n\n\n\n

According to him, the incident highlights just how fragile a modern society can be when all functions are affected simultaneously.<\/p>\n\n\n\n

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We\u2019ve built our society in a way that depends on technology working. If we\u2019re all hit by the same infrastructure failure at once, we\u2019re in serious trouble,\u201d he says, pointing out that our dependence on electricity isn\u2019t new \u2013 it has grown steadily since the invention of electric power. But digitalisation has greatly increased that dependency.<\/p>\n<\/blockquote>\n\n\n\n

Crisis readiness<\/strong><\/h3>\n\n\n\n

Jonas Sylvest also notes that the incident serves as a timely illustration of what the Danish Emergency Management Agency sought to highlight with its campaign on three-day emergency preparedness.<\/p>\n\n\n\n

\n

\u201cThey recommended that citizens keep items like batteries, a hand-cranked radio, and drinking water. It may have seemed a bit silly at the time, but now it doesn\u2019t look so far-fetched. It\u2019s not about panic buying \u2013 it\u2019s about asking: What do I do if the power goes out \u2013 as a private individual, but also as an organisation?<\/p>\n<\/blockquote>\n\n\n\n

In that sense, the power outage becomes a wake-up call \u2013 not just for governments and public authorities, but for all levels of society.<\/p>\n\n\n\n

Crisis preparedness requires both maturity and action. In Denmark, critical infrastructure has long been a focus \u2013 for example, through the EU\u2019s Critical Entities Resilience Directive (CER), which imposes requirements for emergency planning and security on operators of critical societal functions and infrastructure. But according to Jonas Sylvest, plans on paper are not enough.<\/p>\n\n\n\n

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\u201cIt\u2019s a matter of maturity. A mature company not only has control of its core operations but also its emergency preparedness \u2013 technically, physically, and organisationally, he says.<\/p>\n<\/blockquote>\n\n\n\n

Crisis management at three level<\/strong>s<\/h3>\n\n\n\n

Effective crisis management must encompass three levels: tactical, operational, and strategic.<\/p>\n\n\n\n

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The tactical level is made up of the people solving the problem in real time \u2013 like IT technicians. The operational level deals with coordination and sharing information across the organisation. The strategic level is leadership \u2013 thinking long term, acting strategically, and ensuring the survival of the business,\u201d Jonas Sylvest explains.<\/p>\n<\/blockquote>\n\n\n\n

Many companies may have implemented a range of technical security solutions \u2013 but forget to train the organisation.<\/p>\n\n\n\n

\n

Special forces might spend 95% of their time training and 5% on actual missions. That mindset is something organisations and businesses should adopt too.<\/p>\n<\/blockquote>\n\n\n\n

Exercises are a key part of becoming a robust and resilient company. They help organisations adjust their plans and preparedness structures \u2013 and are increasingly becoming a competitive advantage.<\/p>\n\n\n\n

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We\u2019re heading toward a future where resilience will also be a competitive parameter. We\u2019re already seeing that it’s becoming a requirement for suppliers to have a reliable and well-documented crisis management setup \u2013 including regular drills to test it.<\/p>\n<\/blockquote>\n\n\n\n

He also emphasises the importance of analogue backups \u2013 such as physical emergency plans and printed contact lists.<\/p>\n\n\n\n

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Very few of us can remember a phone number these days. So if all digital systems fail, what then?<\/p>\n<\/blockquote>\n\n\n\n

That\u2019s why he works with organisations through a risk-based approach: starting with identifying potential risks and assessing their likelihood and impact. Here, he recommends using the National Risk Assessment published by the Danish Emergency Management Agency.<\/p>\n\n\n\n

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Then you push those relevant risks down through the organisation and ask: What does this mean for us \u2013 and what do we do to mitigate it?<\/p>\n<\/blockquote>\n\n\n\n

The landscape is changing<\/strong><\/h3>\n\n\n\n

Geopolitical shifts and conflicts are creating new threats. As the global balance of power changes, so too does the threat landscape for Danish companies.<\/p>\n\n\n\n

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\u201cWe\u2019ve perhaps become used to relying 100% on our Western allies, but that\u2019s no longer so clear-cut,\u201d says Jonas Sylvest.<\/p>\n<\/blockquote>\n\n\n\n

He points out that many Danish organisations are heavily reliant on American IT systems and infrastructure.<\/p>\n\n\n\n

\n

We\u2019ve put a lot of eggs in one basket. If a conflict arises and, say, the U.S. pulls the plug on one of our most widely used operating system licenses, the consequences could be massive.\u201d<\/p>\n<\/blockquote>\n\n\n\n

The new threat landscape isn\u2019t necessarily military \u2013 it\u2019s characterised by hybrid attacks, digital dependence, and pressure tactics.<\/p>\n\n\n\n

\n

It\u2019s no longer just about bombs and soldiers. Today, it\u2019s just as much about access to data, software, and financial levers. And we mustn\u2019t forget the use of misinformation, opinion manipulation, sabotage, and political pressure. All of this places new demands on preparedness and strategic thinking \u2013 in both public and private organisations,\u201d he emphasises.<\/p>\n<\/blockquote>\n\n\n\n

In the end, it\u2019s about not being lulled into complacency by prosperity and technology.<\/p>\n\n\n\n

\n

There\u2019s nothing unusual about a power outage. We\u2019ve seen it before. But every time it happens, it should remind us \u2013 it can happen to us, right now, as we speak.<\/p>\n<\/blockquote>\n\n\n\n

<\/h3>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Critical infrastructure can fail \u2013 crisis expert Jonas Mu\u00f1oz Sylvest helps Danish organisations and companies prepare for the worst When the power goes out, everything comes to a halt. That became clear in Southern Europe recently, when a widespread blackout hit several countries, including Spain and Portugal. 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