Disaster risk management benchmarking tool

Examples are better land-use planning or disaster-resistant water supply systems. Corrective disaster risk management activities address and seek to remove or reduce disaster risks which are already present and which need to be managed and reduced now. Examples are the retrofitting of critical infrastructure or the relocation of exposed populations or assets.

Compensatory disaster risk management activities strengthen the social and economic resilience of individuals and societies in the face of residual risk that cannot be effectively reduced. They include preparedness, response and recovery activities, but also a mix of different financing instruments, such as national contingency funds, contingent credit, insurance and reinsurance and social safety nets. Community-based disaster risk management promotes the involvement of potentially affected communities in disaster risk management at the local level.

Department Latin American and Caribbean Studies. Abstract This paper assesses the status of pre-disaster risk management in the case of Turkey.

Recommended Citation Erdem, E. Article Location. Rights Statement In Copyright. Search Enter search terms:. Badly informed or poorly executed risk management, on the other hand, can easily spell disaster As each month passes the importance of risk and assurance increases or so it would appear form the ever-increasing coverage being given to the subject.

The benchmarking exercise will assess all aspects of the risk management process by reviewing documentation, reports etc and interviews with key personnel 1.

Risk Management Strategy and Approach Evaluation of the strategy against best practice Communication and understanding of the strategy Risk management standards adopted Risk management terminology used Definition and understanding of risk appetite Linkage to Corporate and business objectives Extent to which opportunities are encompassed Link to surprises and near misses Inclusivity of the process The Risk management framework Approach adopted to sell the benefits to management Benefits projected 2.

Risk Identification and Evaluation Methods used to identify risk Sources of risk Risk definitions — including use of inherent gross and residual net risks Categories of Risk and how determined Risk workshops — approach used Sifting and clustering he risks — approach used Use of scenario planning How have more complex risks been assessed?

Assessment of Risk Mitigation Approach adopted — workshops or other approach Method employed to assess risk mitigation Identification of risk exposures Determination of exposures the 4 Ts - terminate, tolerate, treat or transfer Establishment of action plans.

Output from the Risk Process Risk register — method adopted Extent to which risks have been identified at the appropriate level How has consistency been ensured Approach adopted to deal with anomalies Risk owners — how have these been determined Flagging interdependencies — if one risk treatment is changed the other party or parties impacted need to be notified. How has this been dealt with Reports for Senior Management Board reporting to review progress in addressing the exposures — method adopted Approach adopted to ensure new risks identified and included Are annual statements required by risk owners?

Embedding the Risk process How have corporate risks been linked into the Strategic planning process Has the process been adopted across the organisation? Have all functions embraced the process? How have operational risks into the business planning process Approach adopted for risk tracking How has the decision making process been influenced by the adoption of the formal risk management process? What benefits have been delivered? What changes to business processes have resulted?

Linkage to Performance management — method employed Has the risk process changed the culture in any way?