Create Shared Value（Resilient Society and Sustainable Growth)Significance of Disseminating and Promoting Disaster RiskSensitive Investment- Report on Results of R!SE Collaboration Activities in Japan -

Kazuya MiyamuraRA-SPA, Business Resilience Advisory - Partner

PricewaterhousCoopers Aarata

March 12, 2015

Contents1. Goal of R!SE “Risk-Resilient Society”

What is resilience?

What is disaster risk sensitive investment?

What is shared value?

2. Current status and issues in Japan and Asia Current status and issues of Japan and Asia

Significance of participating in R!SE

Activities expected for Japan

1) to share Japanese experience/knowledge globally2) to disseminate and promote Japanese inward and foreign risk sensitiveinvestment

Past R!SE collaboration activities in Japan

3. R!SE collaboration expected in Japan

PwC

Goal of R!SE “Risk-Resilient Society”

3

Goal of R!SE “Risk-Resilient Society” - What is resilience?

4

Resilience is the ability to physically rehabilitate/recover from risk events, as well as to take tangible andintangible actions against drastic change of domestic and global environment and contingency

※ Source of the picture: website of Willis Wire

Goal of R!SE “Risk-Resilient Society” – What is disaster risk sensitive investment?

5

Disaster risk sensitive investment is management behavior to decide and act considering disaster risk inall investments and business activities in order to enhance ability to take actions against various changesand contingency (resilience).

[Image of relationship between risk sensitive investment and a country’s resilience]※Source: JICA Project Research Report “Mainstreaming of disaster defense”

Risk sensitive investment is inevitable in all subjects to achieve sustainable growth/development of organizationsand a society.

Goal of R!SE “Risk-Resilient Society” –What is shared value?

6

It is social shared value to fill a gap between resilience expected by respective subject and the currentcircumstances in a society consisted of relationship among individuals, organizations, infrastructure andsupply chain with different interests and objectives.Shared value here refers to shared value obtained from investment of “Sanpo-yoshi (good for everyone)”which benefits multiple composers, investment which creates strategic assistance/cooperation andinvestment which earns both offensive and defensive benefits.

ResilientSociety

will be realizedthrough

Risk SensitiveInvestment

Gap

Gap

Gap

（※）Sanpo-yoshi (good for everyone) means “the satisfaction” among all parties concerned, which consist of “seller”, ”buyer” and “society”. Goodbusiness satisfies sellers and buyers while contributing to the society. An entity is a member of the society, and may retain its sustainability bycohabitating with the society as a good entity/citizen and by meeting the society’s expectation through business activities.

*Gap is a space where shared valuecan be created.

PwC

Current status and issues in Japan andAsia

7

Current status and issues in Japan and Asia – Current status in Japan and Asia

8

Research of Swiss Re lists Japan and Asian countries as an area of the biggest potential damage fromnatural disasters in the world. For sustainable growth, Japan and Asian counties are both expected toenhance its resiliency further and to attract inward and foreign risk sensitive investment, which proves theenhancement.

What is required to make Japanese market moreattractive in the medium- and long-term?(attracting inward and foreign risk sensitiveinvestment)

What is required for Japan’s sustainable growthalong with other Asian countries?(attracting inward and foreign risk sensitiveinvestment)

[Potential damage from natural disasters]

※Source: Swiss Re, Mind the risk

※Source: Global Risk Report 2013

<Reference>Resilience of Japan is ranked low fromgeographical and financial analysis.

<Reference>Growth rate of Asia is predicted to beslower but maintain a certainpercentage.

※ Source: IMF WORLD ECONOMICOUTLOOK 2014

●

Significance of participating in R!SE collaboration – Global initiative consistent with Japanese strategy-

9

R!SE is an initiative lead by United Nations consistent with Japanese current strategies.Support on multi-sector collaboration/innovation which promote risk resilient investment will contributeto the improved resilience and sustainable growth various entities/organizations in Japan and the world.

Su

sta

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ble

gro

wth

（B

usi

nes

sca

se）

Imp

rove

dre

sili

ence

Attract foreign investment Attract inward investment

Export strategy ofinfrastructure system

Growth strategy in foreigncourtiers

Resilience enhancementproject in foreign countries

Japan revitalization strategy (Growth strategu)

Mid and long-term corporate strategy

GlobalMulti-sectorcollaboration/innovation

- R!SE -

We connect global issues (gap) with practice solutions and support its development/creation of share value.

Significance of participating in R!SE【

Sh

are

dva

lue】

【Investment asset class】

：Gap, practice solutions[Typical example] ：collaboration

●

Plan for national resilience

10

Significance of participating in R!SESignificance of participating in R!SE collaboration - What should we aim for, contribute to, and achieve?

Participating in R!SE collaboration has a significance related to both inward and foreign investment for Japanand Japanese entities.

AS1: Management strategy ofdisaster risk

Elements leading tobusiness solutions andcreating shared value

Long term Growth Strategy/Management Decision Model

Risk assessment /Market segmentation

Cross Boundary/Collaboration

/ Open innovation

Standardization /Competition / Measurement

Responsible investment

Activity Stream of R!SE

AS2: Evaluation index of disasterrisk

AS3: Industry standards andauthorization system

AS5: Promote the process ofdisaster risk sensitive investment

AS6: Public-private sectorcollaboration in the cities

Public-private

collaboration

Public-privatesector

collaboration

Publicsector

Privatesector

◎ ◎

○ ◎

◎ ◎

◎ ◎

○ ◎

AS4: Advanced education of disaster riskmanagement and its development into

regions◎ ○

[Promoting inward

global markets

[Promoting inwardinvestment]

Improve resilience of Japanand Japanese entities

Acquire legitimaterecognition/evaluation from

global markets

[Promoting foreigninvestment]

Promote practice solutionsof Japan and Japanese

entities into global markets

Promote collaborated activities under UN’s supervise and expand better practice solutions reviewed by UN to the world

Significance of participatingin R!SE for Japan and

Japanese entities

Education /Regional influence

AS7:Sophisticate insurance schemerelated to disaster risk

Sophisticated InsuranceScheme

○ ◎

[Promoting inward andforeign investment]

Improve resilience relatedto global supply chain of

Japanese entities

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Issues

●

[Foreign investment]

To collaborate with Asia andachieve sustainable growth, onwhat and in which areas Japanshould invest globally in termsof people, knowledge, andmoney?

Reference: Cabinet Secretariat,Infrastructure/system exportstrategy

[Inward investment]

What is required to make Japanas an appealing market andexpand inward directinvestment from abroad andinward private-sectorinvestment in terms of people,knowledge, and money?

Reference: Cabinet Secretariat,Japan revitalization strategy

<Reference> Current status and issues in Japan - For Japan to collaborate with Asia and enhance resilience while achievingsustainable growth

11

To collaborate with Asia and enhance resilience while achieving sustainable growth, Japan and Japaneseentities are required to evaluate on what and how to invest inwardly and globally and what shared valueto create, as well to promote these activities.

Driver Environment Critical success factor（CSF）

・Decreased labor population (aging society with fewer children)・Impact of Great East Japan Earthquake・Increased climatic disasters・Increased money supply (financial policy)・Recovery and increased cash of large entities・Continuous financial difficulties of small and medium sized entities・Inward direct investment gradually increasing but lower than other

countries・ Promoting building national resilience (fiscal policy)・Improving growth by Japan revitalization strategy （attracting

private-sector investment)・Increased inward investment by Japanese entities (2011 to 2014）・Deregulations including power and tax reform・Success in attracting a global mega event and its preparation, and

other

• Improve resilience inJapanese market andattest it

• Attract inwardinvestment by risksensitivederegulations

• Use global megaevent as a milestone

• Achieve resilience ofinvestable marketsin Asia

• Develop localinformationinfrastructure inAsian countries

• Secure local financialresources in Asiancountries

・Increased climate disasters・Driving shift to more profitable foreign direct investment・Active use of business acquisition and advancing into service

business market to improve profitability of foreign directinvestment

・Promoting Japan revitalization strategy and infrastructure/systemexport strategy

・Developing investment environment and informationinfrastructure in Asia by using ODA

・ Developing global business environment such as convergence ofeconomic rules by EPA engagements and business solutionsrelated to CMS regulations

・Securing indirect financial resources denominated in localcurrencies to facilitate smooth procurement of investment meansin Asia, as well as developing local direct financing system

The environment surrounding Japan after Great East JapanEarthquake on March 11, 2011 is as below:

Key pointCFS for improved resilience andsustainable growth

Key point to achievegoals

Driver of improved resilience /sustainable growth for Japan andJapanese entities

• Attract inward andforeign risksensitive investment

• Create shared value

• Multi-sectorcollaboration

• Cultivate people,organizations andassociations forimproved resiliencein Asia

• Create, evaluate anddisclose riskresilient society/market/organization

• Local financing

• Prepare globalnetworking andlocal standards

AS1: Clarifty Management strategy ofdisaster risk

Elements required for risk sensitiveinvestment

Elements required for risk sensitiveinvestment

Examples of activities promoted byR!SE

Examples of activities promoted byR!SE

AS2: Improve convenience of evaluation indexof disaster risk

AS3:Develop and disseminate industrystandards and authorization system

AS5: Promote the process of disaster risksensitive investment

AS6: Promote collaboration of public andprivate sectors in the cities

AS4: Advanced education of disaster riskmanagement and its development into regions

AS7: Sophisticate insurance scheme related todisaster risk

<Reference> Basis of effectiveness of R!SE for resilience and sustainable growth

12

R!SE is promoting and supporting activities to attract inward and foreign disaster risk sensitiveinvestment under UN’s supervise. It is useful to expand collaborated activities for improved resilienceand sustainable growth of Japan and Japanese entities.

Hypothetical point for improvedresilience and sustainable growth

of Asia, Japan and Japaneseentities

• Attract inward and foreign risksensitive investment

• Create shared value

• Multi-sector collaboration

• Cultivate people, organizationsand associations for improvedresilience in Asia

• Create, evaluate and disclose riskresilient society/ market/organization

• Local financing

• Prepare global networking andlocal standards

Key point

Strategy/Decision Model

Risk Assessment/Market Segmentation

Cross Boundary/Collaboration/Open innovation

Competition/Measurement/Standardization

Responsible investment

Education/Regional influence

Sophisticated Insurance Scheme

Activities expected for Japan

13

Activities expected for Japan R!SE collaboration is to (1) share Japanese experience/knowledge and (2)disseminate and promote inward and foreign disaster risk sensitive investment.

[Share Japanese experience/knowledge ]

Japan will contribute to filling in the gap of recognition/actionsof countries with relatively low resilience by sharing its wideand rich experience and knowledge.

[Disseminate and promote inward and foreigndisaster risk sensitive investment]

Japan as an economically developed country with richexperience and knowledge takes a leadership role indisseminating and promoting inward and foreign disaster risksensitive investment, which will contribute to improvedresilience and sustainable growth of Japan and the countrieswith relatively low resilience.

●

Activities expected for Japan(1) To share Japanese experience/knowledge

14

To share experience/knowledge of Japanese entities/organizations, Japan is expected to initiate activitiesrequired to identify factors of created shared value, clarify the details of value, and share and disseminatethese results in multiple sectors.It is also expected to discuss desired multi-sector collaboration and reflect the result on future activities tocreate improved resilience and shared value.

Symposium agenda <1>

・What kind of shared value was created? How?・What are expected as multi-sector collaboration activities?・What activities are required by utilizing R!SE to create shared value?

●

Resilience level of societies/markets/entitiesin areas of low resilience

Gap

Domestic resilience levelagainst earthquake/wind andflood damage in Japanesefamous entities

Gap

Bywhat

?

Bywhat

?

Reasonableresiliencelevel whichshould beachievedbased onthe risklevel of eacharea

Reasonableresilient levelofinfrastructurebased on therisk level ofeach area

Resiliencelevel ofJapaneseinfrastructure

Gap

Gap

Resilience level of infrastructure inareas of low resilience

<Reference>Current status and issues in Japan and Asia – Values that are treated “commonsensically” and/or “unconsciously”

15

A result of case studies shows that some famous Japanese entities commonsensically or unconsciouslybuild/manage operation models against risks including earthquake and wind and flood damages, along with risks

related to change of customer demand and service quality. Identifying those common sense/unconscious value, andsharing them with other areas, markets and entities through R!SE would improve resilience and create share value inJapan and Asia.

※ The chart above is an mage.

*Something which is not a big deal for one may be very valuable for others.

Activities expected for Japan(2) To disseminate and promote inward and foreign disaster risk sensitive investment

16

To disseminate and promote inward and foreign disaster risk sensitive investment, Japan is expected toinitiate activities required to identify factors/background of decision making related to risk sensitiveinvestment, and share and disseminate these results in multiple sectors.

Symposium agenda <2>

・What are factors/background of decision making related to risk sensitiveinvestment?・What activities are required by utilizing R!SE to disseminate and promote risksensitive investment?

●

Past R!SE collaboration activities in Japan- Past R!SE collaboration activities in Japan

17

R!SE collaboration activities in Japan have been evaluating elements to disseminate/promote twothemes of R!SE and required activities based on the case study of remarkable entities/associationsengaged in the activity.

Goal

Extract/organize knowhow and issues as inputs to evaluate factors to realize and activities to disseminate andpromote two themes of R!SE, “disaster risk sensitive investment (and its decision-making)” and “created sharedvalue (business case)”.

Extract practicesolutions

Conduct interviews anddiscussions on what madedecision-making possible,what was achieved as value,and what is a benefit ofpublic-private sectorcollaboration

Extract practicesolutions of the entitiesbased on DRM-F

Conduct interviews anddiscussions

List knowhow/ issuesextracted duringinterviews anddiscussions

Extract and organizeknowhow/issues

Summarize knowhow/issues extracted andlisted from the entities’practice solutions, anduse them as inputs at thesymposium

Output for book events

Approach

R!SE illuminating activities

Past R!SE collaboration activities in Japan- Past R!SE collaboration activities in Japan

18

Japan R!SE collaboration activities have been researching successful cases of remarkable entities, and evaluatingthe elements which contribute to creating shared value and decision making related to risk sensitive investment.

Participants

Nippon Telegraph and Telephoneand Telephone CorporationNippon Telegraph and TelephoneEast CorporationNissan Motor Co., LtdHitachi, Ltd.Seven & i Holdings Co., Ltd.Sumitomo Mitsui Trust Bank,Limited.Taisei Corporation

Kokusai Kogyo Co., Ltd.The Nikkan Kensetsu-KogyoShimbun, Ltd.Mitsubishi CorporationInsurance Co.,Ltd.Ministry of Land,Infrastructure, Transport andTourismMinistry of the EnvironmentPwC Aarata

Aarata R!SECollaboration

Officeestablished

September 2014

Participate in“Working

together toreduce disaster

risk”2012

Participants

NipponTelegraph andTelephone EastCorporationHitachi, Ltd.PwC Aarata

Case studies

R!SEJapan

Collaborati-on

Committeeactivities

FifthmeetingFebruary18, 2015

Forthmeeting

January 22,2015

Thirdmeeting

November20, 2014

Secondmeeting

September24, 2014

Firstmeeting

August 20,2014

●

Japan Launch,Symposium

Past R!SE collaboration activities in Japan- (Proposed) results of case studies in R!SE collaboration activities in Japan

19

The analysis of case studies shows 6 elements which create shared value.

Share of risk gap recognition (standard)

First step in creating shared value is to share recognitionrelated to risk and gap as a sharable goal among relatedparties.

• Public-private collaborated meetings/framework arebuilt/operated, which enables share of common issuesduring resilience and proposal of solutions.

• Government and municipal strategy/plan is clarified anddisclosed, which enables proposal of ideas corresponding torisk gap emphasized by a country/areas.

• Guideline for emergencies which was originally required isprepared and shared in a group to apply group widecountermeasures globally.

• Multi-stakeholder dialog is held to share risk recognition,leverage personal connection, and acceleratecollaboration/networking.

Cross-boundary strategic collaboration/cooperation

Scheduled collaboration/cooperation beyond the boundary ofsector/organization lead to creation of shared value.

• Strategic cooperation and information exchange withsuppliers/ competitors help in constructing supply chainBCP including clients.

• Multiple manufacturers share a model to produce identicalretail goods, which enables cooperation anddeconcentration of burden during the drastic increase ofdemand in emergency, and securement of enough supply.

• Entities in multiple sectors as providers of lifeline exchangeinformation and collaborate to take actions in emergency.

• Collaboration with media in emerging countries enablescreation of a basis to collect cross-border information.

Innovation and business model buildingbased on Sanpo-yoshi and dual purposes

Aiming to achieve shared value for all parties (seller, buyerand society) as well as sharable ancillary benefit would lead toinnovation and development of business model required tocreate shared value.

• In retail business, customer centric and demand-basedsupply chain model is developed/maintained flexibly whichis specific for goods by hands-on approach, and itcontributes to the resilience of supply chain in emergency.

• Development of cars not only as a transportation device butalso as a mobile power source contributes to ecology anddisaster control.

• Clients with mission-critical roles are provided withpreferential countermeasures for disaster by agreement,which enables both sellers and buyers to establish safe andsolid relationship.

Relation with branding, improved shared valueand human resource development

Investment is evaluated in relation to branding, improvedshare value and human resource development in the relatedorganization contributes to the creation of shared value.

• Brand of a entity which provide infrastructure againstdisaster risk contribute to the trust related to service qualityfrom clients which intend to offer critical operations.Furthermore, expectation from the client contributes tomaintenance of service resilience.

• Active involvement with international activities related todisaster risk management enhance consciousness andmotivation of related employees, and develop internationalhuman resource.

• Share of multi-stakeholder dialogue in internal trainingsenhance consciousness of employees.

Reference to experience and lessons (learnfrom history)

Reference to past experience and lessons in investmentfacilitate activities to create shared value.

• Supply chain is secured in emergency by collaborating withpublic organizations based on the lessons from theearthquake.

• Disaster risk sensitive investment based on the lessonsfrom past disasters on requirement related to shared valueenables improved service and society resilience.

• Research center was expanded and improved to improvecorporate resilience from the past disaster experience.

• Earthquake-resistant level was secured for the buildingsdamaged from the earthquake by build-back-betterapproach.

Accessibility to opportunity

Removing barrier against opportunities to create sharedvalue promote investment to create shared value.

• Upon designation by local government, smooth supplychain can be secured without chaos in emergency amonglocal government/entities, and foods are provided tosuffered areas.

• By participating in disaster prevention meetings, measuresare developed to reinforce urban resilience.

• Experience in developing framework of collaborationamong entities which provide solutions for disastercontributes to the understanding of needs in emergingcountries during disasters.

＜6 elements to create share value＞

●

Past R!SE collaboration activities in Japan- (Proposed) results of case studies in R!SE collaboration activities in Japan

20

The analysis of case studies shows 6 elements required for organizations and communities in decision making for risk sensitive investment.

Consider disaster risk management in managementprinciple/mission/strategy and cultivate the culture of disasterrisk management

• Corporate culture/principle related to quality control havebeen emphasized from the establishment and contributed tothe decision making in risk sensitive businessinvestment/activities.

• Corporate mission of providers of lifelines contribute to thedecision making in risk sensitive business investment.

• Disaster risk is recognized as a group-wide business case anddisaster risk literacy is high, which enables smooth decisionmaking related to investment.

• Executive in charge of innovation shows strong leadership andpromotes development of disaster risk sensitive services.

Dialog with stakeholders and effective governance promoterisk sensitive investment and business operations.

• Disaster risk sensitive measures are continuously takenincluding environment issues by the engagement withvarious stakeholders.

• Issues/requests related to disaster control are appropriatelyrecognized/shared in an entity as a result of dailyrelationship with public sectors, which enabled investmenton related development, order acceptance andestablishment of disaster countermeasures base.

• Collaborating with related organizations on issues whichinvolve various parties in various areas and requirepromote resolutions, such as debris disposal, enablespromote and smooth actions.

Promote human resource and organizational developmentand increase in motivation through risk sensitive investment

• Employees’ participating in public-private sectorcollaborated activities related to disaster risk enables themto re-recognize their entity’s mission and to be motivated,and enhances the entity value. Daily work solely limits theawareness of being connected to the society.

• Active and continuous support by employee volunteers onthe recovery from Great East Japan Earthquake enhancesemployee skills and organizational skills.

• Share in corporate trainings of the results of multi-stakeholder dialog raises awareness of employees.

Secure resources including funds, people and knowledge forrisk sensitive investment

• Antiseismic reinforcement, a long-term issue related todisaster risk management, is now continuously managed inrisk management department, which enabledreinforcement investment when extra invest capacity wasavailable.

• Experience, knowhow, and network for years fromsupporting entities in improving risk resilience promoteglobal public-private sector collaborated activities.

• Organized reporting line in regular large-scale developmentprojects contributes to the urgent mobilization of a largenumber of internal and external related parties duringdisaster.

Establish risk sensitive opportunity and process in theorganization

• Ancillary benefit during peacetime is evaluated in thedevelopment of disaster solutions, which enablesinvestment both qualified for peacetime and disasters.

• Organizational framework was developed to propose timelyactions for antiseismic reinforcement, which had been long-term issue. This enabled appropriate decision making andactions related to risk sensitive investment, and protectedbuildings from collapse and employees from correspondinginjury at Great East Japan Earthquake.

• Buildings damaged at the earthquake is now earthquakeresistant from the experience by build-back-betterapproach.

Clarify the degree of severity including recognition ofsignificant risks, occurrence of events, gap betweenregulations

• Required investment is made on measures from theexperience of disaster.

• As risk literacy in emerging countries is quite lower thanJapan, an enlightenment program has been developed toimprove resilience.

• Risk sensitive investment expands after a disaster as aresult of clarified requirements on measures.

• As its own mission, issues related to disaster riskmanagement which is beyond other entities’ control.

Leadership and culture Engagement of stakeholders and governance Needs of improved organizational skills

Available resource Opportunity and process Degree of severity

＜6 elements in decision making for risk sensitive investment＞

●

<Reference> Goal of R!SE initiative- Ssignificance of disseminating/promoting disaster risk sensitive investment which creates shared value

21

Gap between expected level of resilience and issues of disaster risk and sustainable growthwhich should be shared among stakeholders consisting the society (entities, organizationsand citizens) also indicates a space to create shared value.

Development/dissemination of a framework (including regulations), business modelsand/or solutions is required to bridge the gap and achieve enhanced social resilience andsustainable growth of stakeholders and the society.

To achieve this goal, disseminating and promoting risk sensitive investment is significant.

RiskResilientSociety/Market

Business

Investors

InsuranceCivil

Society

Education

PublicSector

PwC

R!SE collaboration expected in Japan

３22

R!SE collaboration expected in JapanExpected future activities of R!SE Japan

23

As expected future activities, promoting multi-sector collaboration which involves central and localgovernments, and expanding the range of case studies to advance countries would lead to more specificdevelopment to create shared value.Furthermore, activities proposed and led by participants in accordance with R!SE vision and goal areexpected.

[Multi-sector collaboration]Evaluate successful cases and issues by multi-

sector collaboration which involves central/localgovernments by utilizing resilient city scorecard

[Case study and share of the results]List and share elements required for risk sensitive

investment and created shared value

Take specific actions and developbusiness cases led by participants

Disseminate knowhow/knowledgeglobally (by tools of standard, model

and program)

<Future activities for disseminating risk sensitiveactivities>

<Expected development for creating shared value>

Collaborate closely with otheractivities in Japan

New

Ongoing

New Launch and execute specific projects led by participants, and develop business cases inaccordance with R!SE vision and goal

[Study on advance cases and share of the results]Research developed resilience cases in other

countries and share the resultsNew

●

* Details of activities will be determined based on discussions with participants in R!SE Collaboration Office sharemeetings.

R!SE collaboration expected in JapanExpected future multi-sector collaborated activities

24

As actions involving public sectors, evaluation of successful cases and issues using resilient city scorecard below isexpected.

10 Essentials Subject/Issue

1 Engage, Share Understanding andCoordinate

1.1 Organization and coordination

1.2 Skills and experiences

1.3 Integration of disaster resilience with other initiatives

2 Create Financing and Incentives 2.1 Financing plan and Budget

2.2 Contingency funds

2.3 Incentives and financing

3 Identify and Understand Perils,Probabilities and Impacts

3.1 Risk assessment

3.2 Update process

4 Make Education & HealthcareInfrastructure Disaster Resilient

4.1 Proactive Infrastructure

4.2 Communications

4.3 Electricity

4.4 Water, sanitation

4.5 Gas (if applicable)

4.6 Transportation

4.7 Law and Order, First responders

4.8 Administrative operations

4.9 Computer systems and data

5 Make Education & HealthcareInfrastructure Disaster Resilient

5.1 Education facilities

5.2 Healthcare

6 Apply Risk-Aware Planning, Land Use andBuilding Codes

6.1 Land use-effectiveness of land use zoning in preventing exposure build-up

6.2 Building codes

7 Build Public Awareness and Capacity 7.1 Education and awareness

7.2 Training

7.3 Languages

8 Enhance and Protect Ecosystem Services 8.1 Ecosystem services

9 Create Warning Systems and RehearsePreparedness

9.1 Early warning

9.2 Event management plans

9.3 Staffing/responder needs

9.4 Equipment and relief supply needs

9.5 Food, shelter, staple goods and fuel supply

9.5 Interoperability and inter-agency compatibility

9.6 Trainings

10 Learn and Build back better 10.1 Post event recovery planning-pre event

Details of resilient city scorecard provided in[AS6: Public-private sector collaboration in the cities]

Identify actions which have been takenas common-sense

Identify actions against frequent highrisk issues

Comprehensive risk assessment

Recognize private-sector collaboratedactions against supply chain risk*

Expected point on actions

Recognize standards related to disasterrisk management solutions/practice*

* It is also possible to map withpractice/solutions identified duringinventory activities based on DRM-F.

Evaluate from the view of attracting

entities)

Evaluate from the view of attractingentities (market and resilience for

entities)

●

© 2015 PricewaterhouseCoopers Aarata, PricewaterhouseCoopers Kyoto, PricewaterhouseCoopers Co., Ltd. All rights reserved. In this document, “PwC” refers toPricewaterhouseCoopers Aarata, PricewaterhouseCoopers Co., Ltd., which is a member firm of PricewaterhouseCoopers International Limited, each member firm ofwhich is a separate legal entity. This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.

Kazuya Miyamura| PwC Aarata Partner, RA-SPA, Business Resilience Advisory

PricewaterhouseCoopers AarataSumitomo Fudosan Shiodome HamarikyuBldg., 8-21-1 Ginza, Chuo-ku, Tokyo 104-0061, JapanT, M: +81 80 3445 1982F:+81 3 3546 8451kazu.miyamura@jp.pwc.com

Kazuya MiyamuraPartner

Aarata Institute R!SE Collaboration OfficeContact： aarata.rise@jp.pwc.com