JDR Vol.11 No.3 pp. 535-543
doi: 10.20965/jdr.2016.p0535


Building Private Sector Resilience: Directions After the 2015 Sendai Framework

Masahiko Haraguchi*, Upmanu Lall*, and Kenji Watanabe**

*Department of Earth and Environmental Engineering, Columbia University
500 West 122

nd Street Room 918, New York, NY 10027, USA

**Graduate School of Social Engineering, Nagoya Institute of Technology
Gokiso, Showa-ku, Nagoya, Aichi 466-8555, Japan

September 9, 2015
February 19, 2016
June 1, 2016
Business Continuity Management (BCM), private sector resilience, supply chain resilience, small and medium enterprise, public-private partnership
During recent mega-disasters, such as the 2011 Great East Japan Earthquake and the 2011 Thailand floods, interdependencies in supply chains caused substantial economic damage, often exacerbated by vulnerable small and medium enterprises (SMEs). Therefore, a new global framework in disaster risk reduction, the Sendai Framework for Disaster Risk Reduction 2015–2030, mentions the role of the private sector in achieving a resilient society. However, the framework’s statements are abstract and they need to be converted into actionable agendas. This paper identifies future directions for private sector resilience to disasters, focusing on business continuity. Even though business continuity has been regarded as a critical factor in conventional disaster planning, Business Continuity Management (BCM), articulated as a holistic management process, tends to be designed and implemented selectively by each organization. To address SMEs and supply chain resilience, this paper proposes a new type of BCM, a regional BCM based on Public-Private Partnership (PPP), and a new role for the insurance industry.
Cite this article as:
M. Haraguchi, U. Lall, and K. Watanabe, “Building Private Sector Resilience: Directions After the 2015 Sendai Framework,” J. Disaster Res., Vol.11 No.3, pp. 535-543, 2016.
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