Business Continuity, Crisis and Insurance in Norway — 2026-06-25 report

Introduction

Norway’s business environment is shaped by geography, climate, regulatory obligations and rapidly evolving digital threats. Companies operating in Norway must be prepared for natural disasters such as floods, storms, landslides and extreme snowfall, as well as cyber attacks, supply‑chain disruptions and unexpected shocks like the COVID‑19 pandemic. The government’s civil protection policies, national digitalisation strategy and sector‑specific laws create a framework within which private organisations must design business continuity programs. This report provides a deep look at the elements of operational resilience, crisis management and the insurance stack in Norway. It synthesises guidance from government strategies, legislative texts and research articles to offer practical advice on risk assessment, preparedness and recovery. The report covers the legal context for resilience, cyber threats, weather‑related risks, supply‑chain and Arctic logistics issues, data recovery and backup, and the array of mandatory and voluntary insurance schemes available in Norway. It also provides actionable steps for foreign and domestic businesses to build robust continuity plans.

Legal and policy framework

Cross‑sector security and preparedness law

Norway has been aligning its laws with the European Union’s NIS2 directive (Security of Network and Information Systems) and the Critical Entities Resilience (CER) directive, which impose risk‑assessment and preparedness requirements across many sectors. In the government’s 2024–2025 white paper on digital security, the Ministry of Justice announced a cross‑sector security act. This new law will require undertakings that supply goods or services “that are important for society’s needs” to carry out risk assessments, implement security measures and establish emergency preparedness and incident management plans. The act’s scope will initially cover critical sectors such as energy, transport, banking and digital services but may later extend to public and non‑critical entities. By introducing a unified legal basis, the government aims to avoid overlapping regulations while ensuring that all organisations take responsibility for security and continuity.

National Cyber Security Strategy

The National Cyber Security Strategy emphasises that preventive cyber security is a prerequisite for digital resilience. The strategy states that corporate managers are responsible for carrying out risk assessments and implementing necessary security measures, and that authorities will share advice, recommendations and guidelines to help companies manage cyber threats. It acknowledges that businesses often underestimate cyber risks and aims to reduce these vulnerabilities through awareness and support. The strategy encourages organisations to incorporate security management into regular risk management practices and integrate cyber considerations into all business processes. To help companies start building resilience, the strategy lists specific start‑up tips, including establishing security management, upgrading hardware and software, mapping key business objectives and data, adopting strong passwords and two‑factor authentication, implementing logging and monitoring, and preparing emergency response plans that include training and exercises. These recommendations provide a baseline for companies to build more comprehensive continuity frameworks.

Digitalisation strategy and privacy

The Norwegian digitalisation strategy for 2024–2030 emphasises that digital solutions must be trustworthy; it positions privacy protection and ethical use of data as foundational prerequisites for digital trust. The strategy asserts that public IT solutions should have built‑in privacy protection, and the government aims to increase citizens’ confidence in privacy efforts by 20 % by 2030. This requirement has direct implications for business continuity: resilient systems must not only maintain availability and recover quickly but also ensure confidentiality and integrity of personal data. Privacy‑preserving design extends to data recovery processes, backup storage and incident response, meaning businesses must consider both technical and legal aspects when planning continuity measures.

Insurance law and compensation schemes

Norway provides statutory compensation for natural disasters through the Natural Damage Compensation Act. The law’s purpose is to ensure that people and companies affected by natural disasters can continue their activities; it provides compensation for damage to real and movable property when the damage is directly caused by events such as landslides, storms, floods, storm surges, earthquakes or volcanic eruptions. Claimants must apply to the Norwegian Agriculture Agency within three months of the damage; the agency has discretion to reduce compensation if property was poorly maintained or inadequately protected. The Norwegian Natural Perils Pool (NPP), established under the Natural Perils Insurance Act, supplements this system by equalising losses among private insurers. All insurers writing fire insurance must join the pool, pay premiums based on the total sums insured and share the costs of natural disaster claims. The pool thus spreads risk and ensures that insurers can handle large aggregate losses. When no insurance coverage is available, the National Scheme for Natural Damage Assistance offers compensation and promotes preventive measures.

Operational resilience and risk assessment

Operational resilience in Norway requires addressing both physical and digital risks. Organisations should begin with a comprehensive risk assessment that identifies critical assets, potential threats and the impact of different scenarios. The cross‑sector security act will make such assessments mandatory for critical sectors, but best practice suggests extending them to all organisations. Key steps include:

• Identify critical functions and dependencies. Map the organisation’s services, processes, systems, suppliers and logistics chains. Determine which elements are essential to maintain operations and which can be temporarily suspended.

• Conduct threat assessment. Consider natural hazards (floods, storms, landslides, avalanches), man‑made hazards (terrorism, sabotage), cyber attacks (malware, ransomware, insider threats), supply‑chain disruptions and pandemics. The COVID‑19 disruption study for Norwegian food and pharmaceutical supply chains found that companies faced sudden changes in demand and lacked detailed contingency plans; long‑term relationships with supply chain partners and improved contingency planning were critical for resilience.

• Evaluate vulnerabilities and controls. Identify gaps in current preventive measures, such as outdated hardware, unpatched software, single points of failure in supply chains or poor training. Evaluate the maturity of incident detection and response capabilities.

• Analyse impact and recovery objectives. Define acceptable downtime for each critical process, data loss tolerance and the level of service required during disruptions. Set recovery time objectives (RTOs) and recovery point objectives (RPOs), and consider cross‑sectoral dependencies (e.g., power, telecommunications, transport).

• Develop mitigation strategies. Prioritise investments in cyber security (firewalls, intrusion detection, endpoint protection), physical protection (storm barriers, flood defences), supply chain diversification, redundant infrastructure and training. Plan for the relocation or remote operation of functions during disasters.

• Implement emergency preparedness plans and test them. The national cyber strategy emphasises preparing emergency response plans and conducting drills. Include communication plans, roles and responsibilities, escalation procedures and recovery workflows. Test these plans through tabletop exercises, simulations and full‑scale drills.

Cyber incidents and data recovery

Cyber incidents are among the most significant operational threats. The National Cyber Security Strategy notes that authorities share advice and guidelines but emphasises that corporate managers are responsible for risk assessments and implementing measures. Businesses should address the following areas:

1. Preventive security and hygiene. Maintain updated hardware and software; implement robust password policies; enable multi‑factor authentication; limit administrative privileges; and use encryption for sensitive data. Monitor networks and systems through logging and alerting so that incidents are detected early.

2. Incident response and crisis management. Create an incident response team with clear procedures for triaging, containing and eradicating threats. Integrate cyber response plans into wider crisis management frameworks. Ensure that legal considerations—such as GDPR reporting obligations—are incorporated into the plan.

3. Backup and data recovery. Maintain regular, secure, and off‑site backups. Store backups in geographically separate locations or cloud services that comply with Norwegian data‑protection rules. Test restorations regularly. Because the digitalisation strategy emphasises built‑in privacy protection, backups should be encrypted, access‑controlled and monitored.

4. Cyber insurance. As cyber attacks become more frequent, many Norwegian companies purchase cyber insurance. According to insurance broker Howden, policies typically offer five coverages: emergency assistance (24/7 hotline to IT experts), data reconstruction (IT assistance to recover data), extortion (reimbursement and assistance during ransom or extortion cases), business interruption (compensation for financial loss due to system downtime), and liability (legal assistance and compensation if sensitive data is compromised). Organisations should evaluate these policies carefully, ensure they meet their needs and integrate them into broader risk management.

Physical hazards: extreme weather and natural disasters

Norway’s terrain and climate expose businesses to landslides, flooding, storms, storm surges, avalanches and earthquakes. The Natural Damage Compensation Act ensures that those affected by natural disasters receive compensation, provided the damage is directly caused by events like landslides, storms or floods. However, the scheme does not cover standing crops or storm damage to forests, and claimants must first exhaust insurance options. To manage weather‑related risks, organisations should consider:

• Site selection and structural resilience. Evaluate the physical location of facilities. Avoid locating critical infrastructure in flood zones or areas prone to landslides. Invest in robust building standards and protective barriers (e.g., flood doors, avalanche nets).

• Monitoring and early warning. Use meteorological services, flood warning systems and avalanche alerts to anticipate events. Integrate alerts into business continuity plans.

• Community and municipal coordination. The Norwegian Directorate for Civil Protection (DSB) encourages citizens to prepare for at least one week of self‑sufficiency due to climate change, war and digital threats. Companies should coordinate with local authorities, emergency services and neighbours to align contingency plans and support vulnerable groups.

• Insurance and compensation. Ensure that property insurance covers natural disasters and verify whether the risk is pooled under the Natural Perils Pool. Understand the difference between damage covered by statutory compensation and insurance; urban flooding may be covered by private property insurance but premiums are risk‑based because damage is linked to local infrastructure. Companies should evaluate whether existing policies cover business interruption, damage to equipment and extra expenses for relocation or recovery.

• Maintenance and preventive measures. The Natural Damage Compensation Act allows the authority to reduce compensation if damage results from weak construction or lack of maintenance. Businesses must maintain infrastructure, clear drainage channels and comply with building codes to prevent damage and maximise compensation.

Supply chain resilience

The COVID‑19 pandemic exposed weaknesses in Norwegian supply chains. In the food and pharmaceutical sectors, companies experienced sudden demand fluctuations, logistic bottlenecks and insufficient contingency plans. The study concluded that long‑term relationships with supply chain partners and improved contingency plans are critical for resilience. Other recommendations for supply chain resilience include:

• Diversification of suppliers and transport routes. Dependence on a single supplier or route increases vulnerability. Identify alternative suppliers and logistic partners, including domestic and regional options. Evaluate cross‑border dependencies—Norway relies heavily on imports for many goods, and disruptions in the EU or global supply chains can quickly affect domestic operations.

• Inventory management and stockpiling. Maintain critical stock levels for essential materials and components to buffer against disruption. Balance just‑in‑time efficiencies with the need for buffer stocks, especially for items with long lead times or limited suppliers.

• Collaboration and information sharing. The cross‑sector security strategy encourages collaboration between authorities and companies. In a 2025 meeting between Norway and the U.S. Defence Logistics Agency (DLA), Norwegian and American leaders noted that supply‑chain modernization and resilience are shared concerns. They emphasised adopting technology from commercial supply chains and acknowledged that both nations need more resilience to avoid risk. Lieutenant General Ingrid Gjerde noted that Norway is looking at how civilian businesses manage supply chains, highlighting concerns about supply‑chain resilience and security. DLA Vice Director Brad Bunn added that “bringing more resilience to supply chains is what we absolutely need in order to avoid risk”. This collaboration underscores the importance of sharing data and best practices across sectors and borders.

• Supply‑chain risk management tools. Use risk‑assessment tools to identify critical nodes, simulate disruptions and quantify impacts. Implement monitoring systems for supplier performance, logistics delays and geopolitical risks.

• Cyber‑secure supply chains. Supply chains depend on digital systems for tracking, ordering and payment. DLA Director Mark Simerly noted that the agency must have strong cyber resilience because it operates at the nexus between commercial and government networks, and protecting supplier networks is essential. Companies should require suppliers to meet cyber security standards, monitor third‑party risk and include cyber considerations in procurement and contract management.

Arctic logistics and remote operations

Operating in Norway’s Arctic and sub‑arctic regions presents unique continuity challenges: remote locations, harsh weather, limited infrastructure and long supply chains. The Norwegian Armed Forces recognise the strategic importance of the Arctic, as highlighted by DLA Director Simerly, who said the agency maintains a presence in the region to support Norway’s operations and emphasised readiness for operations in remote areas. Businesses in maritime, energy and resource extraction sectors must plan for:

• Seasonal access and transport. Sea ice, snow and rough weather restrict transport in the Arctic. Companies should plan logistics around seasonal windows and maintain contingency stock or alternative routes (e.g., via air or southern ports).

• Infrastructure resilience. Facilities must withstand extreme cold, high winds and ice loads. Equipment may require winterization or special materials.

• Emergency preparedness in remote areas. Response times for emergency services are longer. Companies should train staff in first aid and emergency procedures, provide survival equipment and maintain communication systems (satellite phones, HF radio). They should also coordinate with local communities and the Armed Forces for mutual support.

• Environmental and cultural sensitivity. Arctic operations must comply with environmental regulations and respect indigenous rights. Business continuity plans should include community engagement and environmental incident response.

Insurance stack for Norwegian businesses

The Norwegian insurance landscape includes mandatory and voluntary schemes that support business continuity. Understanding and maintaining adequate coverage is an essential part of risk management.

Mandatory insurance

Occupational injury insurance is mandatory for all employers. The Altinn guidance explains that employers must take out insurance for employees to cover occupational injuries or illnesses; compensation can include covering treatment costs and providing benefits for loss of working capacity and pension rights. Self‑employed persons, freelancers and farmers are not automatically entitled to such benefits but can opt for voluntary schemes. The employer’s policy ensures employees receive compensation for accidents at work, relieving the employer of direct liability. Employers must periodically review and update their policies to reflect changes in staff and operations.

Employers must also pay occupational injury premium and report employees and salaries via the a‑melding (monthly payroll report). Failure to report or pay leads to penalties. Separate sections on payroll compliance are covered in the employer registration report.

Voluntary insurance and risk financing

1. Voluntary occupational injury insurance for self‑employed and freelancers. Self‑employed persons can take out voluntary occupational injury insurance that covers compensation for medical treatment, permanent disability and survivor’s benefits. The coverage level depends on the premium and the chosen insured amount.

2. Voluntary sick‑pay insurance. Self‑employed persons and freelancers can purchase insurance that provides sick pay from the 17th day of illness, covering 80 % or 100 % of income up to a capped amount. Without this insurance, self‑employed persons receive limited benefits under the national insurance scheme. Small enterprises can also insure against liability for sick pay during the employer’s period (the first 16 days).

3. Liability and professional indemnity insurance. Although not always mandatory, these policies protect against claims arising from damage to customers’ property, environmental harm, professional errors or defective products. In sectors such as construction, consulting and maritime transport, professional liability insurance is often required by contracts or trade associations.

4. Business interruption insurance. This coverage compensates for lost income and extra expenses when operations are disrupted by insured events (fire, natural disasters, mechanical breakdown). Given Norway’s exposure to natural perils, businesses should ensure that the policy covers extended recovery periods, remote locations and supply‑chain impacts.

5. Cyber insurance. As noted earlier, cyber policies cover emergency assistance, data reconstruction, extortion, business interruption and liability. Coverage may include forensic investigation, regulatory fines and credit monitoring for affected data subjects. When selecting a policy, businesses should assess exclusions, coverage limits and the insurer’s response capabilities.

6. Marine and transport insurance. Companies operating in shipping, fishing or offshore sectors should maintain hull and machinery insurance, cargo insurance and protection & indemnity (P&I) insurance. These policies cover damage to vessels, cargo loss and third‑party claims. The harsh environment of the North Sea and the Arctic increases the risk of accidents and requires careful risk assessment.

7. Directors and officers (D&O) insurance. Norwegian law holds board members and executives liable for breaches of duty. D&O insurance covers legal costs and potential damages arising from claims of mismanagement or regulatory non‑compliance.

Natural perils and property insurance

Property insurance in Norway typically covers water and wind‑related hazards. A European case study on Norwegian municipalities notes that insurance companies pay around NOK 2 billion annually for damages to insured buildings due to urban and river flooding, and that pluvial flooding costs 3.5 times more than river flooding. The study highlights that natural disasters like river flooding and storms are insured at a fixed rate as part of the private insurance, while urban flooding is covered but premiums are risk‑based because damage is linked to local infrastructure. This implies that businesses located in areas with poor drainage may pay higher premiums or face coverage limits. Companies should collaborate with municipalities to improve infrastructure and reduce risk, and they should consider property upgrades (e.g., green roofs, stormwater management) to lower premiums.

Natural damage assistance and cross‑subsidies

When natural disasters damage property without available insurance, the National Scheme for Natural Damage Assistance may provide compensation. This scheme, administered by the Norwegian Agriculture Agency, covers certain damage not eligible for insurance and promotes preventive measures. Claims must be reported within three months, and the scheme can also provide financial support for preventive projects to reduce future damage. Because the scheme is funded by public resources, businesses must demonstrate that they took reasonable preventive measures; neglecting maintenance or building in hazardous locations may reduce the compensation amount.

Data recovery and IT infrastructure

Resilient IT infrastructure is vital for continuity. Companies should adopt best practices such as:

• Redundant systems and diversification. Use redundant servers, power supplies, and network connections in geographically distinct data centres. Implement failover capabilities and clustering to ensure continuous operation.

• Cloud services and resilience. Cloud providers offer built‑in redundancy, but businesses must evaluate data location (EEA or Norway) to comply with data‑protection laws. They should also confirm service‑level agreements (SLAs) for uptime, recovery time and data durability.

• Offline backups and immutable storage. Maintain offline, write‑once backups that cannot be modified or encrypted by ransomware. Rotate backup media regularly and store them securely.

• Disaster recovery (DR) plans. Document procedures for restoring systems and data, including contact lists, technical steps, communication protocols and decision‑making authority. Regularly rehearse DR plans, and update them after infrastructure changes or incidents.

• Third‑party risk management. Assess the resilience of critical suppliers, including cloud providers, data centres and software vendors. Evaluate their DR plans, track record and compliance with standards such as ISO 27001 or NIST.

• Regulatory compliance. Ensure that data recovery processes respect GDPR requirements for personal data protection; encrypted backups and strict access controls align with the digitalisation strategy’s requirement for built‑in privacy protection. When storing data abroad, verify that transfers comply with EU adequacy decisions or standard contractual clauses.

Crisis management and public/private coordination

Crisis management goes beyond technical measures; it involves coordination with authorities, communication with stakeholders and support for employees and customers. Key components include:

1. Incident command structure. Establish a crisis team with designated roles (crisis leader, communications officer, IT lead, HR lead, legal counsel). Define escalation triggers and decision‑making authority.

2. Communication strategy. Develop templates for internal and external communication, including press releases and social‑media messages. Ensure that messages are transparent and timely to build trust.

3. Coordination with authorities. Report significant incidents to relevant agencies—Cybercrime Centre, Norwegian National Security Authority (NSM), Data Protection Authority—and follow mandatory reporting requirements. For natural disasters, contact the municipality, the police and the Norwegian Agriculture Agency.

4. Employee welfare and safety. Provide support programs (counselling, financial assistance) and training to help employees cope with stress. If operations are disrupted, plan for remote work or temporary relocation.

5. Learning and improvement. After an incident, conduct a lessons‑learned review. Document root causes, response actions, successes and failures. Update plans accordingly.

Developing a business continuity and insurance strategy

Given Norway’s regulatory environment, natural hazards, and digital risks, businesses should adopt a structured approach to continuity and insurance. The following steps provide a roadmap:

1. Executive sponsorship and governance. Establish a top‑level mandate for business continuity. Ensure that senior management understands their responsibilities under the cross‑sector security act, the cyber strategy and labour laws. Create a governance committee to oversee risk assessments, plan development and testing.

2. Integrated risk management. Use an enterprise risk management framework (e.g., ISO 31000) to integrate continuity planning with health and safety, environment, quality, privacy and strategic risk management.

3. Comprehensive insurance review. Conduct a gap analysis of existing policies and compare them with identified risks. Ensure compliance with mandatory coverage (occupational injury insurance) and evaluate voluntary policies (business interruption, cyber, liability). Consider the Natural Perils Pool’s pooling mechanism for property risks.

4. Supply chain partnership. Build long‑term relationships with suppliers and logistics providers. Negotiate contractual clauses that require suppliers to maintain continuity plans and share information during crises. Use supply‑chain mapping tools to visualise dependencies and monitor risk indicators.

5. Invest in digital resilience. Implement layered cyber security controls; follow national guidance; and invest in detection and response capabilities. Consider joining information‑sharing communities (e.g., CERT‑NO) to receive threat intelligence and share experiences.

6. Training and awareness. Provide regular training for employees at all levels on crisis procedures, cyber hygiene and emergency preparedness. Encourage a culture of resilience where employees report anomalies and participate in drills.

7. Periodical testing and auditing. Schedule regular tests of continuity and recovery plans, including scenario‑based exercises. Engage internal audit or external consultants to assess the maturity of the program and compliance with laws. Ensure that test results lead to actionable improvements.

8. Community engagement and corporate social responsibility. Work with local communities to enhance resilience. Encourage staff to maintain personal emergency kits in line with DSB’s recommendations: water, food, heat sources, lamps, DAB radio, medication, cash and list of phone numbers. By promoting self‑preparedness, businesses contribute to society’s overall resilience.

Conclusion

Business continuity in Norway is a multifaceted challenge, interweaving regulatory compliance, technological resilience and adaptation to a harsh natural environment. The government is strengthening its legal framework through a cross‑sector security act, aligning with NIS2 and CER, and emphasising risk assessments and emergency preparedness. The national cyber security strategy provides concrete guidance for preventive measures and emergency response, while the digitalisation strategy emphasises privacy by design. In parallel, the Natural Damage Compensation Act, the Natural Perils Pool and mandatory occupational injury insurance ensure that financial losses from disasters are shared across society.

However, resilience cannot be achieved through legislation alone. Businesses must invest in cyber security, supply‑chain diversification, data recovery and staff training. They should maintain strong relationships with suppliers and authorities, leverage insurance to transfer residual risk and continuously improve their plans based on experience and changing threat landscapes. With climate change increasing extreme weather events, geopolitical tensions affecting supply chains and cyber threats constantly evolving, proactive planning is essential. By embedding resilience into organisational culture and operations, companies can protect their people, customers and assets—ensuring continuity amid uncertainty and contributing to the stability and prosperity of Norway’s economy.

References

• White paper on digital security: The Norwegian government’s 2024–2025 white paper proposes a cross‑sectoral security act requiring businesses in critical sectors to conduct risk assessments, implement security measures and establish emergency preparedness and incident management plans.
• National Cyber Security Strategy: The strategy places responsibility on corporate managers to perform risk assessments and implement security measures, while the authorities provide advice and guidance. It offers start‑up tips for establishing security management, updating hardware and software, and preparing emergency response plans.
• Norwegian digitalisation strategy: The strategy mandates privacy by design in public IT solutions, aiming to increase citizens’ confidence in privacy protection.
• Natural Damage Compensation Act: Provides compensation for damage to real and movable property directly caused by natural disasters such as landslides, storms and floods; claims must be filed within three months.
• Norwegian Natural Perils Pool and natural damage assistance: The Natural Perils Pool equalises losses among insurers and ensures coverage for natural disasters. The National Scheme for Natural Damage Assistance provides compensation when no insurance coverage exists and promotes preventive measures.
• Altinn on insurance obligations: Employers must obtain occupational injury insurance for employees. Self‑employed persons can take out voluntary occupational injury and sick‑pay insurance. Small enterprises can insure against liability for sick pay and should consider general liability insurance.
• Howden on cyber insurance: Describes the components of cyber insurance policies, including emergency assistance, data reconstruction, extortion, business interruption and liability coverage.
• DSB self‑preparedness: The Norwegian Directorate for Civil Protection advises citizens to prepare for at least one week of self‑sufficiency due to climate change, war and digital threats and provides a list of recommended items such as water, food, heat sources and radios.
• Climate‑ADAPT case study: Highlights that Norwegian insurers pay around NOK 2 billion annually for flood‑related damage; pluvial flooding costs 3.5 times more than river flooding; and natural disasters are insured at a fixed rate while urban flooding premiums are risk‑based.
• COVID‑19 supply chain study: Found that sudden demand changes and insufficient contingency plans were major challenges; long‑term relationships with supply chain partners and better contingency planning were critical for resilience.
• DLA and Norway supply‑chain collaboration: During a 2025 meeting, Norwegian and U.S. defence leaders acknowledged shared concerns about supply‑chain resilience and the need to adopt modern technology; they emphasised that building resilience is necessary to avoid future risks. They also stressed the importance of cyber resilience and understanding supplier network risks.

Export metadata: recovered source URLs

The report text above was recovered from the complete conversation version; only leaked internal citation tokens were removed for publication.

1. Government of Norway, Meld. St. 9 (2024–2025): https://www.regjeringen.no/en/documents/meld.-st.-9-20242025/id3082364/
2. Government of Norway, National Cyber Security Strategy PDF: https://www.regjeringen.no/contentassets/c57a0733652f47688294934ffd93fc53/national-cyber-security-strategy-for-norway.pdf
3. Norwegian Natural Perils Pool: https://www.naturskade.no/en/about-the-norwegian-natural-perils-pool
4. Lovdata, Natural Damage Compensation Act: https://lovdata.no/dokument/NLE/lov/2014-08-15-59
5. Altinn, Obligatory and voluntary insurance: https://info.altinn.no/en/start-and-run-business/working-conditions/employment/obligatory-and-voluntary-insurance/
6. DSB, self-preparedness: https://www.dsb.no/en/Safe-everyday-life/Self-preparedness/How-to-contribute-to-Norway_78s-emergency-preparedness2/
7. Climate-ADAPT, insurance loss data in Norway: https://climate-adapt.eea.europa.eu/en/metadata/case-studies/use-of-insurance-loss-data-by-local-authorities-in-norway
8. PubMed Central, Norwegian food and pharmaceutical supply-chain resilience: https://pmc.ncbi.nlm.nih.gov/articles/PMC9731645/
9. U.S. Defense Logistics Agency, Norway supply-chain resilience: https://www.dla.mil/About-DLA/News/News-Article-View/Article/4375577/dla-norway-discuss-common-concerns-supply-chain-resilience/
10. Howden Norway, cyber insurance: https://www.howdengroup.com/no-en/cyber