JDR Vol.7 No.4 p. 343
doi: 10.20965/jdr.2012.p0343


Business Continuity Plan (BCP)

Kenji Watanabe

June 1, 2012
Among the lessons learned from the Great East Japan Earthquake, there were a large number of new findings, including which preparations functioned as planned and which did not. Now that a year has elapsed since the earthquake disaster, the parties concerned need to reexamine those measures which are yet to be implemented since we should not see the same results after a large scale disaster in the future as those we saw in the past. In this JDR Special Issue on Business Continuity Plan (BCP), I tried to ask for papers not only from academia but also from business fields to make this issue practical and useful to be leveraged for our next steps in preparing for incoming disasters. As a result, this issue obtains papers from various fields from academia to financial businesses and also with several different approaches which includes actual real case studies. Many of papers in this issue focus on intangible part of business continuity activities that is different from the traditional disaster management approaches which have mainly focused on tangibles or hardware reinforcement against natural disasters. Recent wide-area disasters taught us the importance of intangibles and we should start discussions more in details with aspects such as corporate value, emergency transportation & logistics, training & exercises, funding arrangement, and management systems. I hope that discussions and insights in this issue will help our discussions and actions to move forward. Finally, I really thank the authors’ insightful contributions and the referees’ intensive professional advices to make this JDR Special Issue valuable to our society in preparing for incoming disasters.
Cite this article as:
K. Watanabe, “Business Continuity Plan (BCP),” J. Disaster Res., Vol.7 No.4, p. 343, 2012.
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