Denmark is seen by many as a model country for sustainability. Ecological and ethical principles seem deeply rooted in economic thinking. Why is that?
In Denmark, many people do not see sustainability as a moral obligation, but as something that makes life better – cleaner cities, better energy, higher quality of life. We are open to change. This is less due to some kind of national “moral gene” and more the result of several developments coming together: early regulation, social pressure, economic opportunities - and a strong tradition of cooperation between the public and private sectors. 

Is sustainability anchored in law in Denmark, obliging companies to take action? 
Yes. Denmark set clear rules early on – not half-heartedly, but with real ambition. That gave businesses orientation. Back in the 1990s, the EU introduced many environmental standards, and Denmark was among the countries that implemented them consistently. In some areas – such as energy – these rules created markets in the first place. The wind industry is the best example: in 2024, the largest offshore wind tender to date was launched, with a total capacity of up to ten gigawatts, in order to meet climate targets. When the state says, “We are going this way,” companies and citizens follow. Not out of fear of penalties, but because they see that it makes sense. 

Sustainability is expensive. How do Danish companies manage the balance between ecology and economy? 
Honestly: not all of them do. Some companies fail in the transformation, others even resist it. But those that change and remain relevant to the market survive. The successful ones understood early on that fossil-based business models are running out. Those who invest in time can grow enormously in the green sector. In the long term, doing nothing would be far more expensive. Many Danish companies realised early: fossil business models are dying. Those who reinvent themselves in time win – not only morally, but economically. Sustainability is not a cost factor here, but a business model.

Is the country’s size an advantage when it comes to sustainability?
Absolutely. We have short distances – geographically and culturally. You call someone, meet two days later, and things start to move. Trust plays a huge role in this. People work together, not against each other. That is an underestimated location factor. 

Where should sustainability be anchored within a company?
Ideally, sustainability should sit where decisions are made. When it becomes part of the business model - where offerings, products and customer relationships are created - it changes the entire company: products, supply chains and priorities. 

Do employees also live the idea of sustainability? 
Many employees today want more than just to earn money. They want to contribute to something meaningful. That also has to do with the Danish welfare state: those who have a safety net are braver, demand more purpose and more responsibility. For companies, this is a competitive advantage – especially among younger people. 

Do media, schools and politics play a major role in sustainability awareness? 
Yes, definitely. Healthy food, organic products, fewer pesticides - that has been mainstream for years. Awareness is strong when it comes to climate issues, but less so when it comes to consumption - clothing, electronics, travel. There is still a lot ahead of us. 

What further challenges lie ahead in the coming years? 
The big questions of our time are raw materials, supply chains and the circular economy. Many companies still underestimate how scarce and expensive materials will become. But I am convinced: those who change today will be market leaders tomorrow. Denmark has the potential to play a key role precisely because of this. 

The Danish economy is currently also experiencing global economic uncertainty. How confident are companies in the face of volatile markets? 
The uncertainty is there – but it will pass. In the long term, sustainability will no longer be an add-on, but the basis of competitiveness. And I firmly believe that Denmark is well prepared. We have the culture, the experience and the courage to take the lead once again. 

How do you assess Denmark’s future in international competition?
I am optimistic. Despite current economic pressure and uncertainty, many Danish companies are well positioned for the future. Some still treat sustainability as an add-on, but for many it is a central part of their competitive strategy. In ten years, green business models will not just be an option, but a necessity - and Denmark is well positioned to benefit from that. 

About the interviewee
Maja Johannessen is a Danish sustainability expert focusing on circular economy, ESG strategies and EU regulation. She worked as a senior manager at Nordic Sustainability in Copenhagen, where she was also responsible for the innovation and knowledge agenda. Since 2025, she has led the consultancy & impact, supporting companies, public authorities and NGOs in sustainable transformation and compliance.

“Sustainability is not self-perpetuating – but it is a great opportunity” 

A genuine new beginning is possible - even if the transition remains a major effort for many farmers. Dr Maximilian Blum, Senior Manager Strategy & Climate, explains how DMK aims to combine climate protection and economic viability - and why more courage is needed now.

“At the heart of our approach is a clear ambition: we want to create real change. To achieve this, we rely on the Net Zero Farm programme and the energy transformation of our plants. The largest emissions arise on farms - that is where we must act boldly, without overwhelming operations. At the same time, we are gradually moving away from fossil fuels and getting closer to our 2030 climate target.

For farms, the issue is existential: milk is their livelihood, but it also causes emissions. At the same time, the German dairy industry is already relatively climate-friendly by international comparison - and has further potential. Our farmers are right at the centre of this debate.

On economic viability, I would say this: sustainability is rarely cheap at the beginning, but it can pay off in the long term - through new customer groups, more robust business models and lower risks. Much depends on market conditions and the regulatory framework. Awareness of limited resources has grown in German companies. Nevertheless, many firms are under economic pressure and set other priorities.

In countries such as Denmark, sustainability has been firmly embedded for years - politically, socially and in the market. That creates positive momentum. But I also say: the comparison is somewhat flawed, because the framework conditions are completely different. You cannot simply transfer the Danish success model to Germany. Still, it shows how much is possible when a country consistently moves in the same direction and visibly rewards sustainable performance. That is inspiring - even if we must find our own path.”