Final Research Paper

BUSINESS CONTINUITY PLAN IN JAPANLALITA PANOOTTIKORN
Plan and Policy Analyst
Department of Disaster Prevention and Mitigation (DDPM)
Ministry of Interior
THAILAND

Asian Disaster Reduction Center (ADRC)
Visiting Researcher 2018BDISCLAIMER
This report was compiled by an ADRC visiting researcher (VR) from ADRC member
countries.
The views expressed in the report do not necessarily reflect the views of the ADRC.
The boundaries and names shown and the designations used on the maps in the report
also do not imply official endorsement or acceptance by the ADRC.

TABLE OF CONTENTS
1. INTRODUCTION

11.1

BACKGROUND AND SIGNIFICANCE

1

1.2

PROBLEM

1

1.3

QUESTION

1

1.4

SPECIFIC AIM

1

1.5

SCOPE OF STUDY

2

2. DISASTER MANAGEMENT IN JAPAN3

2.1

GENERAL INFORMATION

3

2.2

JAPAN DISASTER PROFILE3

2.3

JAPAN DISASTER MANAGEMENT SYSTEM

4

3. DISASTER MANAGEMENT IN THAILAND

12

3.1

GENERAL INFORMATION

12

3.2

THAILAND DISASTER PROFILE

14

3.3

THAILAND DISASTER MANAGEMENT SYSTEM

16

4. BUSINESS CONTINUITY PLAN

24

4.1

INTRODUCTION

24

4.2

BUSINESS CONTINUITY PLAN IN JAPAN

25

4.3

BUSINESS CONTINUITY PLAN IN THAILAND

38

5. LESSONS LEARNED FROM JAPAN

44

5.1

LESSONS LEARNED FROM JAPAN

44

5.2

THE INTERESTING ISSUES FROM JAPAN

45

5.3

CHALLENGES FOR THAILAND

46

REFERENCE

47

CHAPTER 1: INTRODUCTION
1.1

BACKGROUND AND SINIFICANCEOn April 24th 2012, the Cabinet approved the guidelines for preparing for the crisis.

The government's management system can respond to the problem and rectify the
ineffectiveness of the state mechanism in providing services.
Department of Disaster Prevention and Mitigation (DDPM) has implemented the
Cabinet resolution. This is in line with the principle of disaster risk management, in the Disaster
Risk Reduction Strategy of the National Disaster Risk Management Plan 2015 that assigned
the government agencies has Business Continuity Plan.
The Guidebook on SME Business Continuity Planning of the Asia-Pacific Economic
Cooperation (APEC) guides through 10 easy steps to build BCP. These 10 steps are basedon the International Standard ISO22301.
DDPM has prepared BCP for staff to use as a guide to prepare for service and manage
the organization when in crisis to be able to continue to perform tasks in the main mission
continuously and efficiently. Now, DDPM has improved/modified BCP in accordance with
ISO22301 business continuity management system that requires continuous review anddevelopment of the plan according to the PDCA quality management cycle plan (Plan Do
Check Act)
1.2

1.3

PROBLEM-

Lack of knowledge and understanding about Business Continuity Plan-

Adopting Business Continuity Plan to be applied to the government sector

QUESTION-

What is the concept and procedure of Business Continuity Plan?

-

How to do the Business Continuity Plan to be effective?

-

How to make staffs in DDPM to pay attention in Business Continuity Management
and Business Continuity Plan?

1.4

SPECIFIC AIMS-

To know and understand concept and procedure of the Business Continuity
Management and Business Continuity Plan in Japan.

-

To knowing the standards that Japan uses to do Business Continuity Plan-

To develop DDPM’s Business Continuity Plan to be effective, can actually be usedand standard

1

1.5

SCOPE OF STUDY
Investigating, analyzing and comparing Business Continuity Plan between Japan and

Thailand in terms of government sector.

2

CHAPTER 2: DISASTER MANAGEMENT IN JAPAN2.1

GENERAL INFORMATION
Japan is an island country located in the western Pacific Ocean. Total land area isabout 378,000 square kilometers. More than 70 percent of land surface is mountainous.
As it is situated along the Circum-Pacific volcanic belt, Japan has several volcanic regions andfrequently affected by earthquakes and Tsunami. A major feature of Japan’s climate is theclear-cut temperature changes between the four seasons. In spite of its rather small area, theclimate differs in regions from a subarctic climate to a subtropical climate. The side of
the country which faces the Sea of Japan has a climate with much snow in winter by seasonal
winds from the Siberia. Most of the areas have damp rainy season from May to July by
the seasonal winds from the Pacific Ocean. From July to September, Japan frequently suffersfrom Typhoon. The capital is Tokyo. Total population is about 127.77 million. (ADRC,2018).
2.2

JAPAN DISASTER PROFILE
Japan is located in the Circum-Pacific Mobile Belt where seismic and volcanic activities

occur constantly. Although the country covers only 0.25% of the land area on
the planet, the number of earthquakes and active volcanoes is quite high. In addition, becauseof geographical, topographical and meteorological conditions, the country is subject to frequent
natural disasters such as typhoons, torrential rains, and heavy snowfalls, as well as
earthquakes and tsunami (Cabinet Office, 2015).
Japan is affected by Typhoon mostly every year and Volcanic disasters triggeredby eruption and volcanic earthquake. Japan is earthquake prone area due to the geologicalformation with plate boundaries of the Pacific plate, the Philippine Sea plate, the Eurasianplate, and the North American plate.
Every year there is a great loss of people’s lives and properties in Japan due to natural
disasters. Until he second half of 1950s, large-scale typhoons with earthquakes caused
extensive damage and thousands of casualties. Thereafter, with the progress of society’s
capabilities to respond to disasters and mitigate vulnerabilities to disasters by developing
disaster management systems, promoting national land conservation, improving weather
forecasting technologies, and upgrading disaster information communications systems,
disaster damage has shown a declining tendency.

3

The past major disaster are as follows:•

Great Hanshin-Awaji Earthquake (January 1995)
On 17 January 1995, an earthquake with a 7.3 on the Richter scale occurred at Awaji
island of Hyogo Prefecture in Western Japan. It killed 6,434 people, injured 43,792
people, destroyed 104,906 houses, half destroyed 144,274 houses, and partiallydestroyed 390,506 houses. By the fires broke out along with the earthquake, the areaof 835,858 square meters was burnt down.



Mid Niigata Prefecture Earthquake (October 2004)
On 23 October 2004, the Mid Niigata Prefecture was affected by an earthquake with
a 6.8 on the Richter scale. Landslides and destruction of buildings and houses caused
68 dead, and 4,805 injured. 3,175 houses were totally destroyed, 13,810 houses werehalf destroyed, and 105,573 houses were partially destroyed.



The Great East Japan Earthquake
A magnitude 9.0 earthquake hit the northeastern Japan on 11 March 2011, recording
the largest earthquake hit in Japan. Its epicenter was located in the coast of Sanriku
and its epicentral area stretched from the coasts of Iwate Prefecture to Ibaraki
Prefecture. Massive shakes were observed particularly in eastern Japan including
Japanese intensity scale of 7 registered in the north of Miyagi Prefecture. Furthermore,this earthquake, a trench-type earthquake occurred near the boundary of the PacificPlate and the plate beneath Tohoku area, triggered seafloor movements and generated
massive tsunami. According to the National Police Agency, this earthquake and tsunami
have left unprecedented human suffering: 15,870 people death, 2,814 people missing
and 6,114 people injured, as well as property damage: 129,472 totally collapsedbuildings, 255,977 half collapsed buildings and 702,928 partially collapsed buildings.
Furthermore, the value of the destruction of the social infrastructure, housing, andcorporate facilities was estimated at 16.9 trillion yen and it had a great impact on
Japanese economy.

2.3

JAPAN DISASTER MANAGEMENT SYSTEM

2.3.1

Overview
Under the Disaster Countermeasures Basic Act, the Central Disaster Management

Council was formed, its brief being to ensure the comprehensiveness of disaster risk
management and to discuss matters of importance with regard to disaster management.
The council consists of the Prime Minister, who is the chairperson, Minister of State for Disaster
Management, all ministers, heads of major public institutions and experts.

4Within the Cabinet Office, which is the secretariat for this Council, the Minister of State
for Disaster Management has been assigned as the Minister State for Special Missions for thisissue. This Minister is assisted by the department of the Cabinet Office Director-Generalfor Disaster Management his mandate being to handle planning and central coordination withregard to matters relating to basic policy on disaster risk reduction, and matters concerning
disaster countermeasures in the event of a large-scale disaster.
In prefectures and local municipalities, the prefectural and municipal Disaster
Management Councils are established with the members of representatives of local
government organizations including police and fire management department, and designatedlocal public corporations. Implementation of disaster risk management measures is basedon the Local Disaster Management Plans drafted by the Councils. (ADRC,2018)5

2.3.2

Disaster Management Law
Japan has had the progress in disaster management laws and systems since 1945. It

is a national priority to protect national land as well as citizens’ lives, livelihoods, and property
from natural disasters. The turning point for strengthening the disaster management systemcame into effect in response to the immense damage caused by Typhoon Ise-wan in 1959,
and led to the enactment of the Disaster Countermeasures Basic Act in 1961, which formulates
a comprehensive and strategic disaster management system. Thereafter, the disastermanagement system has been continuously reviewed and revised following the lessons
learned from large-scale disasters.
In order to applying to all of the disaster phases of prevention, mitigation andpreparedness, emergency response as well as recovery and rehabilitation, relevant laws
and regulations were enacted. They include Disaster Countermeasures Basic Act (1961),
Erosion Control Act (1897), Disaster Relief Act (1947), Building Standard Law (1950),
Landslide Prevention Act (1958), River Act (1964), and Act on Special Measures forLarge-scale Earthquakes (1978). (ADRC,2018)
The Disaster Countermeasures Basic Act in 1961 formulates a comprehensive
and strategic disaster management system. Thereafter, the disaster management system has
been continuously reviewed and revised following the lessons learned from large-scaledisasters. (Cabinet Office, 2015)
Outline of the Disaster Countermeasures Basic Act:
1) Clearer definition of the philosophy and the responsibilities for disastermanagement.
-

Basic idea of disaster countermeasures: Clarification of basic policies including
the concept of disaster reduction-

Responsibilities of the government, prefectures, municipalities, and designatedpublic institutions: Formulation and implementation of the philosophy and planfor disaster management, mutual cooperation

2) Organization:

Development

andpromotionofcomprehensive

disastermanagement administration-

National government: Central Disaster Management Council, major (extreme)disaster management headquarters-

Prefecturalandmunicipal

governments:

Local

disastermanagement

headquarters63) Planning system: Development and promotion of systematic disaster management
measures-

Central Disaster Management Council: Disaster Management Basic Plan-

Designated local government organizations and public institutions: Disastermanagement operation plan-

Prefectures and municipalities: Local disaster management plan-

Residents: Community disaster management plan

4) Promotion of Disaster Countermeasures-

Definition of the roles and responsibilities to be performed by each actor in eachstage of prevention, preparedness, response and recovery-

Primary disaster response procedures including evacuation order by the headof municipalities taking over emergency measures by prefectures or designatedadministrations in case of the large-scale disaster5) Protection of affected people and their livelihood-

Prior preparation of the lists of the people requiring assistance in the caseof disaster-

Clarification of the standards for evacuation centers and facilities in the case ofdisaster-

Improvement and expansion of protection measures for affected people throughpreparation of the certificates and the list of affected people-

Stipulation of the framework for wide-scale evacuation and goods transportation

6) Financial measures-

Implementation of laws are funded by each responsible party-

Financial measures for extreme disasters by the government7) State of Disaster Emergency-

Declaration of disaster emergency state →Cabinet decision of government’s
policy (basic policy for countermeasures)-

Emergency measures (restriction on distribution of basic necessities,
moratorium on financial obligation, urgent enactment of Cabinet Order related
to acceptance of international support, automatic enforcement of the Act on
Special Measures concerning Preservation of Rights and Interests of Victims ofSpecified Disaster)7

2.3.3

Disaster Management Plans
Japan is governed by a three-tiered administration: the national government, prefectures,and municipalities. The head of each level takes full responsibility for that jurisdiction in a
structure similar to that of a nation. Comprehensive disaster prevention plans are developedin accordance with the roles to be performed at each stage. (JMAJ,2016)
Cabinet Office, Government of Japan explains Disaster Management Planning System
and Basic Disaster Management Plan as follows:
1) Disaster Management Planning System
1.1 ) Basic Disaster Management Plan: This plan is the highest-level plan andconstitutes the basis for disaster management activities prepared by the Central Disaster
Management Council based on the Disaster Countermeasures Basic Act.
1.2 ) Disaster Management Operation Plan: This is a plan made by each designatedgovernment organization and designated public corporation based on the Basic Disaster
Management Plan
1.3 ) Local Disaster Management Plan: This is a plan made by each Prefectural
and Municipal Disaster Management Council, subject to local circumstances and based on the
Basic Disaster Management Plan
1.4 ) Community Disaster Management Plan: This is a disaster management
activities plan at the community level which is established by residents and businesses jointly
on a voluntary basis.

82) Basic Disaster Management Plan
The Basic Disaster Management Plan is a comprehensive and long-term disastermanagement plan forming a foundation for the Disaster Management Operations Plan andLocal Disaster Management Plan. It stipulates provisions for the establishment of the disastermanagement system promotion of disaster management measures, acceleration of postdisaster recovery and reconstruction measures, and promotion of scientific and technologicalresearch on disaster management.

2.3.4

Emergency Response to Disasters
Cabinet Office, Government of Japan explains Emergency Response to Disasters as

follows:
1)

Outline of Disaster Emergency Response

In the event of a disaster, the national and local governments quickly collect and sharedisaster and damage information, and secure communications to carry out effective
emergency activities such as emergency rescue and medical operations. Based on suchinformation, local governments set up disaster management headquarters and relatedorganizations establish their own operation mechanisms. The national government collects
disaster information at the Cabinet Information Collection Center 24 hours a day. Whena large-scale disaster strikes, an emergency team composed of the director-generals of
the respective ministries and agencies gathers immediately at the Crisis Management Centerin the Prime Minister's Official Residence to grasp and analyze the disaster situation, andreport the results to the Prime Minister. Disaster Management meetings at the ministerial
or high-ranking senior official level are held, as necessary. According to the level of damage,9

the government may establish the Headquarters for Major Disaster Management (headedby the Minister of State for Disaster Management) or the Extreme Disaster Management
Headquarters (headed by the Prime Minister), to establish the policies for the disastercountermeasures, and to coordinate various emergency measures to be taken by variousorganizations. Further, in order to grasp the situation in the disaster area, a government
investigation team headed by the Minister of State for Disaster Management may bedispatched, or if quick and swift actions are needed to be taken with overall coordinationof emergency activities on site, the government may establish the onsite headquarters fordisaster management.
2) Wide-area Support System
In case of large-scale disasters that exceed the response capabilities of the affected
local government, various wide-area support mechanisms are mobilized by the National Police
Agency (Disaster Response Units), Fire and Disaster Management Agency (Emergency Fire
Rescue Team), and Japan Coast Guard. Furthermore, the Self-Defense Forces can bedispatched for emergency response activities upon request from the governor of the affected
prefecture. Also, the Disaster Medical Assistance Teams (DMATs) are dispatched to provide
wide-area medical services. These teams transport severely injured persons via Self-Defense
Forces vehicles and aircrafts to hospitals outside the disaster stricken zone.
3) System for coordinating activities between the national government and local public
entities
In the event of a disaster occurring, municipalities will primarily be engaged inemergency countermeasures as they are the closest to residents. Prefectural administration
will get involved when the comprehensive wider-area measures are necessary.
In the event of a large-scale disaster beyond the capability of local public entities
struck by the disaster, national government will step in to support the local entity and coordinate
mutual support among the local entities.
At the national level, the Extreme Disaster Management Headquarters or
the Major Disaster Management Headquarters is set up to promptly collect the disaster
information from relevant ministries and local public entities struck by the disaster, and overall
coordination is provided for rescue, first aid, medical and emergency supplies as necessary
andappropriate.

Also,

an

on-sitedisastermanagement

headquarters

may

be

set up to promptly coordinate among the affected local entities and collect information andrequests from relevant prefectures and to properly conduct the emergency response activities
in consideration to the needs for the affected people.

10

The on-site disaster management headquarters were set up in the affected areas
in such cases as the Great East Japan Earthquake in 2011, the heavy snowfall in 2014,
the torrential rainfall in August 2014, and the volcanic eruption of Mt. Ontake in 2014. Throughjoint meetings held in collaboration with the disaster response headquarters organized by the
local entities in the affected areas, the national government and the local entities coordinate
based on their shared awareness to serve as the government’s closest one-stop contact point
for requests from the affected local entities. As such, the role of the on-site disastermanagement headquarters is increasing its importance.

11

CHAPTER 3 : DISASTER MANAGEMENT IN THAILAND
3.1

GENERAL INFORMATIONThe kingdom of Thailand lies in the heart ofSoutheast Asia, has a land area of 513,120
sq.km. It is bordered by Myanmar (West &North),

Laos(North&East),

Cambodia(Southeast), and Malaysia (South).The Thai
coastline stretches for 3,219 km along boththe Gulf of Thailand on the Pacific side, and
the Andaman Sea on the Indian Ocean side.
The highest point in Thailand is Doi Inthanon, at
2,565 meters (8,415 feet). The lowest point is
the Gulf of Thailand, at sea level.
Thailand is divided into four regions; the North, the Central or the Chao Phraya River
Basin, the Northeast or the Korat Plateau and the south or the Southern Peninsula. The
northern region terrain is mountainous which render this region to be prone to water-related
disasters such as flashflood, landslide and debris flow. The northeastern region is an arid area
on Korat Plateau and frequently suffers flashflood and inundation during rainy season, severe
drought and cold spell during summer and cool season. The central region, the vast fertile land
which is dubbed as the "Rice Bowl" of the country often encounters the repeated riverine flood
and

urban

inundation

duringtherainyseason.

The

southern

regionterrainis hilly on the west coast and the coastal plain on the east. This part of Thailand has
occasionally frequented flashflood, mudslide, tropical storm and forest fire.
Thailand is unitary state in Southeast Asia and a constitutional monarchy under
the king, The King of Thailand, King Vajiralongkorn (or Rama X), is the current monarch,
reigning since the death of his father Bhumibol Adulyadej (Rama IX) on 13 October 2016,
in actuality he has only exercised the role of monarch since 1 December 2016.
The combination of Thailand administration from three concepts as follows;
1) Centralization
2) Decentralization
3) Deconcentration
Established by the Constitution of Thailand and the State Administration Act, there arethree tiers of the administrative structure in Thailand including the central administration,
the provincial administration, and local administration. At the central level, there are twenty
ministries under the supervision of the Cabinet which play major roles in policy formulation

12

and implementation. At the provincial level, the administration is a dual system of provincial
administration and local administration. The provincial administration combines of Provinces,
Districts, Sub-Districts and Villages. The national government delegates some power andauthorities to its deconcentrated entities or Provinces and Districts which are in hand of
the provincial offices of ministries under the concept of deconcentration. In order to steer andcooperate the operations of numerous governmental agencies in provinces and districts, those
provincial offices are headed by a governor and district chief officer who are directly appointed
by the Ministry of Interior. On the other hand, the local administration is based on the concept
of decentralization where mayors and councils of those local autonomous self-governments
are directly selected via local elections allowing them to govern their own local. However, those
local autonomous self-governments remain under the supervision of district chief officers,
provincial governors and the Minister of the Interior who have the authorities to approve local
regulations, local development plans and annual budget plans, local councils, and dismiss
local councillors. The local administrative organizations are classified into two types including
the general type (Provincial Administration Organisation, Municipalities, and Sub-district
Administration Organisation); and two special status cities: Bangkok Metropolitan
Administration and the city of Pattaya (Alongkot Meekaew, 2017).

The Administrative Structure of Thailand

According to the administration structures of Thailand, therefore, all layers ofadministrative structures are:CentralAdministrationconsistsofministries,

bureausanddepartments.

The ministries and bureaus are divided into departments.

13

Provincial Administration consists of 76 provinces (changwat) ; Amnat Charoen, Ang
Thong, Bueng Kan, Buriram, Chachoengsao, Chai Nat, Chaiyaphum, Chanthaburi, Chiang
Mai, Chiang Rai, Chon Buri, Chumphon, Kalasin, Kamphaeng Phet, Kanchanaburi, Khon
Kaen, Krabi, Lampang, Lamphun, Loei, Lop Buri, Mae Hong Son, Maha Sarakham, Mukdahan,
Nakhon Nayok, Nakhon Pathom, Nakhon Phanom, Nakhon Ratchasima, Nakhon Sawan,
Nakhon Si Thammarat, Nan, Narathiwat, Nong Bua Lamphu, Nong Khai, Nonthaburi, Pathum
Thani, Pattani, Phangnga, Phatthalung, Phayao, Phetchabun, Phetchaburi, Phichit,
Phitsanulok, Phra Nakhon Si Ayutthaya, Phrae, Phuket, Prachin Buri, Prachuap Khiri Khan,
Ranong, Ratchaburi, Rayong, Roi Et, Sa Kaeo, Sakon Nakhon, Samut Prakan, Samut Sakhon,
Samut Songkhram, Sara Buri, Satun, Sing Buri, Sisaket, Songkhla, Sukhothai, Suphan Buri,
Surat Thani, Surin, Tak, Trang, Trat, Ubon Ratchathani, Udon Thani, Uthai Thani, Uttaradit,
Yala, Yasothon.
The provinces are divided into 878 districts (amphoe), 7,255 rural administrative
subdistricts (tambon), 75,032 villages (mooban).
Local Administration or Local Administrative Organization is classified into two types
including;1) The general type
1.1 ) Provincial Administration Organization / PAO (ong kan borihan suanchangwat) : 76 organizations.
1.2 ) Municipalities (thetsaban): 2,441 organizations.
1.3 ) Sub-district Administration / SAO (ong kan borihan suan tambon): 5,334
organizations2) Special status cities
2.1) Bangkok Metropolitan Administration
2.2) The city of Pattaya

3.2

THAILAND DISASTER PROFILE
Due to its geographical location, Thailand has been highly exposed and vulnerable tonatural disasters caused by hydro meteorological hazards such as floods, landslides, storms,
droughts, etc. The major disasters that had occurred and claimed hundreds of lives as well as
causing significant material loss in Thailand as follows: (DDPM, 2015)
1) Flood
2) Drought3) Landslides
4) Earthquakes and Tsunami5) Storms
6) Fires14

7) Forest Fires and Haze
8) Transportation Hazards
9) Contagious Disease
The past major disasters are as follows:Typhoon Harriet in Surat Thani Province (1962, Death : 911)Typhoon Gay in Chumporn Province (1989, Death : 537)



Major Landslides in Northern and Southern Part of Thailand (1988 and 2001, Death : 361)

The Indian Ocean Tsunami (2004) had happened in the coastal communities ofThailand’s southern provinces along the Andaman Sea rim where the death tollreached 5,395 and 2,817 missing.

The 2011 Mega Flood (2011 – 2012) was Thailand’s most catastrophic flood, 64 out of
its 77 provinces including Bangkok, a total of 5,247,125 households or 16,224,304
people were affected; the death toll reached to 1,026 people and total economic
damages and losses stood at 1.44 billion Baht (US$ 45.7 billion approximately).



Flood in the Southern of Thailand (2016 – 2017) since 1stDecember 2016 to 12th
February 2017, continuous heavy rain influenced by low depression and the strong
northeast monsoon have caused a widespread flooding in southern region of Thailand.
The flood has affected 12 provinces. The floods have impacted 12 provinces, 129
Districts, 835 Sub-districts, 6,307 villages and affected 587,544 households and over
1.8 million people. Damages have been reported to 99 people were confirmed dead,
4,314 Places of roads, 348 bridges, 126 weirs,2 reservoirs, 165 government facilities,
2,336 schools and 98 mosques.



The Minister of Interior decided to raise the level of emergency and incident management
to level 3 (Large scale disaster) on January 5th 2017 and set up a front line Emergency
Operation and Coordination Centre in Suratthani Province within DDPM regional office.
Activation of the National Disaster Command Centre; where the Minister of Interior isappointed as the Incident Commander, is established at DDPM Headquarter.



Flooding (26th May to 25th October 2018), continuous heavy rain influenced by tropicalstorm SON TINH and tropical storm BEBINCA have caused a widespread flooding inseveral provinces in northeast northern southern eastern and central region. The flood
has affected 43 provinces, 263 Districts, 1,018 Sub-districts, 5,684 villages andaffected 127,820 households and 389,476 people. Damages have been reported to 8
people were confirmed dead15

Tropical Storm “PABUK” (3rd to 6th January 2019), the storm has affected 23 provinces,
113 Districts, 574 Sub-districts, 3,837 villages and affected 265,353 households and884,642 people. Damages have been reported to 5 deaths and 2 injuries.



Severe Drought : 1979, 1986, 2005 and 2014

3.3

THAILAND DISASTER MANAGEMENT SYSTEM

3.3.1

Overview:
The disaster management system in Thailand is based on the Disaster Prevention

and Mitigation Act 2007 (B.E.2550) and the National Disaster Risk Management Plan 2015
(B.E.2558). The national Committee on Disaster Prevention and Mitigation, is composedof disaster management related ministries, agencies as well as the academia, is the top policy
making body. The National Committee is chaired by the Prime minister. Department
of Disaster Prevention and Mitigation is the Secretariat and executive arms of the National
Committee.
3.3.2

Essences of Disaster Prevention and Mitigation Act 2007 (B.E.2550)
This act has come into force on 6 November, 2007. As the principal legal mechanism

for disaster management practices in the country, the Act has provided statutory framework
to ensure a coordinated and seamless multi – stakeholder collaborative efforts. The essenceof this Act includes;
1) Scope of Disaster
Under this Act in Section 4, “Disaster” means any of these disasters; fire, storm,
strong wind, flood, drought, epidemic in human, epidemic in animals, epidemic in aquaculture,and epidemic in plants and other public disaster either natural disasters or human-madedisasters, accidents or all other incidents that effect to life, body or properties of the people, ofthe government. And in this regards, air threats and sabotages are also included.
2) The National Disaster Prevention and Mitigation Committee (NDPMC)
In Section 6 of this Act, there shall be a National Disaster Prevention and
Mitigation Committee, consisting of Prime Minister or designated Deputy Prime Minister as achairperson, Ministry of Interior as first vice chairperson, Permanent Secretary for Interior as
second vice chairperson, and Permanent Secretary for Defense, Permanent Secretary forSocial Development and Human Security, Permanent Secretary for Agriculture andCooperatives, Permanent Secretary for Transportation and Communications, Permanent
Secretary for National Resources and Environment, Permanent Secretary for Information andCommunication Technology (Ministry of Digital Economy and Society, now), Permanent
Secretary for Public Health, Direct-General of The Bureau of Budget, Commissioner-General16

of Royal Thai Police, Supreme Commander, Commandant of Royal Thai Army, Commandantof Royal Thai Navy, Commandant of Royal Thai Air Force, Director-General of National
Security Council, and together with others but more than five intellectuals who are experienced
in city planning, and disaster prevention and mitigation shall be appointed by the Cabinet as
members. And Director-General of Department of Disaster Prevention and Mitigation as thesecretariat of the committee, and not more than other two officials in Department of Disaster
Prevention and Mitigation shall be appointed as an assistant secretary.
The committee shall have the powers and duties as follows; (Section 7)(1) Propose the policy to formulate the National Disaster Prevention and Mitigation
plan.
(2) Determine and preapproval the plan under Section 11 (1) before submitting theplan to the Cabinet.
(3) To integrate the development on disaster prevention and mitigation mechanism
among Government agencies, Local administrations, and other relevant private sectors
effectively.
(4) To recommend, support and promote on any disaster prevention and mitigation
activities.
(5) To propose regulations on remuneration, recompenses, and other expenses
related to disaster prevention and mitigation operations, and those regulations shall be inaccordance to rules and regulations of Ministry of Finance.
(6) To perform other duties according to this and other laws as may be required by
the Minister.
3) Department of Disaster Prevention and Mitigation (DDPM)
Department of Disaster Prevention and Mitigation shall be the central government
unit to operate any related activities on national disaster prevention and mitigation, and shallhave powers and authorities as follows; (Section 11)(1) Formulates the National Disaster Prevention and Mitigation Plan for thecommittee to seek for an approval by the Cabinet(2) Organizes and researches on procedures and measures to prevent andmitigate all impacts of disasters effectively(3) Operates, cooperates, supports and assists other government services, local
administrations, and other relevant private sectors on disaster prevention and mitigation. And
provides aids to disaster effected people(4) Guides, and provides consultancy, and train other government services, local
administrations, and other private sectors on disaster prevention and mitigation17

(5) Follow-up, assesses and evaluates all activities related to disaster prevention
and mitigation at all levels(6) Perform other duties in accordance to this and other law or as may required byCommander in Chief, Prime Minister, the Committee or the Cabinet
4) Disaster Management Structure
Under this Act, disaster management practice in Thailand can be classified into fourlevels;4.1) Policy
To use a plan developed by planning authority at each level as a means tointerpret disaster management policy into action which includes;• National Disaster Risk Management Plan: This plan has been developed by
the National Disaster Prevention and Mitigation Committee.
• Provincial Disaster Risk Management Plan
• Bangkok Metropolitan Disaster Risk Management Plan
Provincial and Bangkok Metropolitan Disaster Risk Management Plans aredeveloped by respective planning committee. Both plans should be consistent with the
National Plan, and will come into effect upon an approval of the respective governors.
4.2) Incident Commander Level• The Prime Minister or the Deputy Prime Minister whom assigned by
the Prime Minister is responsible for all commanding functions in the event of catastrophic
disaster.
• Interior Minister, as the National Incident Commander is responsible forcontrolling and overseeing disaster management efforts nationwide according to the National
Disaster Risk Management Plan.
• Permanent Secretary for Ministry of Interior, as the Deputy National Incident
Commander is responsible for assisting the National Incident Commander in controlling andoverseeing disaster management efforts.
4.3) Disaster Management Level• Central Mechanism: Department of Disaster Prevention and Mitigation has
been designated as the lead national agency responsible for realization of integrated andcoordinated efforts for disaster management.
• Local Mechanism: Provincial government, district, and local administrative
organization (Sub district administration organization, Municipality, Pattaya City, and Bangkok
Metropolitan Administration) are responsible for carrying out disaster management activities
within their respective jurisdictions.

184.4) Operational Level
The local administrative organization is tasked to function as local emergency
response unit and to coordinate emergency management across a range of stakeholders. Andin case when the scale and intensity of actual disaster go beyond their capabilities to deal with,they are required to request for assistance and support upwards through the chain of command
3.3.3

Essence of National Disaster Risk Management Plan 2015 (B.E.2558)
The National Disaster Risk Management Plan 2015 has consolidated disaster risk

management – relates new thinking and concepts, including the development of disasterprevention and preparedness system and the creation of disaster immunity through developing
knowledge and wisdom as well as strengthening disaster surveillance system and coping
capacity, living in harmony with nature and creating the self – immunity into the communities inline with an approach entitled “sufficiency economy philosophy”. In addition, it has also brought
together the thinking on disaster risk reduction for disaster prevention according to the universally
recognized thinking… the building of resilience to disaster and sustainability through the creationand enhancement of awareness for disaster risk reduction before, during and after disaster andto provide strategic direction for the implementation of this National Plan in conformity with
Disaster Prevention and Mitigation Act B.E. 2550 (2007) and in line with Sendai Framework for
Disaster Risk Reduction 2015 – 2030.
The strategies for an implementation of this National Plan comprise a focus on disasterrisk reduction, an application of integrated emergency management system, strengthening andenhancing efficiency of sustainable disaster recovery or building back better and safer, andpromoting international cooperation on disaster risk reduction. These focused strategies willserve as guidelines to achieving objectives set forth in this National Plan and contributing tosuccessful disaster risk reduction which is a foundation for sustainable development.
The National Disaster Prevention and Mitigation Committee has anticipated that thisNational Plan will serve as a tool for reducing the impact of disasters, realizing disaster risk
management standards in every community as well as for further integrating disaster risk
reduction thinking and methods into the national sustainable development process.
This national plan has been approved by the cabinet on 31 March, 2015. Subsequently,
all relevant agencies are required to use this plan as a blueprint, framework and guidelinein addressing all phases of disaster management in a country. The essence of this national
plan includes:
1) Conceptual Framework
Through an application of inclusive disaster risk management concept and buildingback better and safer principle, this National Plan has been translated into concrete action ina proactive and sustainable manner. Additionally, it has strongly emphasized joint inclusive
19

efforts across all sectors of society to develop and enhance disaster risk management capacities,
promote and strengthen community resilience and preparedness, including promoting
inclusive and sustainable post – disaster recovery and reconstruction and international
cooperation for disaster risk management to meet internationally recognized standards.
2) Objectives of National Plan
2.1) To provide consistent nationwide concept of operations to enable national andlocal governments, private sector, and other sectors of society to collectively implement
disaster risk management activities in an integrated and systematic manner, and in the same
direction.
2.2) To compile the current internationally – recognized guidelines and directions
and are used worldwide for disaster risk management that can be applied to disaster risk
management in Thai context and to be used in the development of relevant plans at different
levels of government such as Provincial Disaster Risk Management Plan, Bangkok
Metropolitan Administration Disaster Risk Management Plan, including Disaster Management
Action Plan of the local administrative organizations and Emergency Support Function Plans
etc., to enable these local authorities to more efficiently and effectively deal with disasters.
2.3) To develop and enhance capacities for disaster risk management which
encompasses disaster risk reduction, emergency management and building back better andsafer at community, local, national and international levels to further minimize the potential
losses from disasters.
3) Disaster Risk Management Strategy
The strategies for disaster risk management outlined in this National Plan areintended to enhance the national efficiency and effectiveness in fulfilling national disaster risk
management targets and the objectives set forth, in order to meet international standards; toensure public safety and protection of life and of public and private property; as well as boosting
and maintaining social and economic sustainable stability. The following are four key strategies
for disaster risk management.
Strategy 1 Focusing on Disaster Risk Reduction
It is the concept and practice of systematically reducing the chances ofbeing affected by disasters through analyzing and managing the casual factors of disasters
and their consequences to reduce exposure to hazards, lessen factors contributing tovulnerability, and strengthen local, individual and community capacity in addressing theexisting challenges including protection against the damage and loss that result from possible
future disasters.
Strategy 2 Applying Integrated Emergency Management System
This practical strategy has been developed with a view to ensuring thatdisaster response and emergency management roles and activities are conducted in20

compliance with the required standards by way of systematizing the management of resourcesand ensuring the systematic assignment of roles and responsibilities to respond effectively todisaster incident of any type, as well as minimizing the losses inflicted by disasters on life andproperty of the people, natural resources, environment, society and the nation.
Strategy 3 Strengthening and Enhancing the Efficiency of Sustainable Disaster
Recovery
The practical strategy has been developed for purpose of improving andrestoring public utility system, household livelihood systems, and way of living within disaster– affected communities to previous state or to build back better and safer, as deemed
appropriate, by mainstreaming disaster risk reduction concerns into disaster recovery
interventions that include reconstruction and rehabilitation.
Strategy 4 Promoting and Strengthening International Cooperation for Disaster
Risk Management
This practical strategy has been developed for the purpose of building
and enhancing national capacity for disaster risk reduction to meet international standards byincreasing the efficiency and effectiveness of national – international cooperation system andmechanisms. The implementation of national disaster risk management programmes andactivities requires robust multi – stakeholder partnerships and effective cooperation both atnational and international levels. In this connection, it is deemed essential to give due
consideration to the customary laws, practices and protocols in line with an international
cooperation framework.
4) Disaster Risk Management Mechanisms
4.1) At Policy level(1) National Disaster Prevention and Mitigation Committee(2) National Safety Council
4.2) At Operational Level(1) National Disaster Command Headquarters(2) Central Disaster Management Centre(3) Provincial Disaster Management Centre(4) Bangkok Metropolitan Disaster Management Centre(5) District Disaster Management Centre(6) Pattaya City Disaster Management Centre(7) Municipal Disaster Management Centre(8) Subdistrict Administrative Organization Disaster Management Centre

21

Disaster Risk Management Mechanisms

225) Level of Emergency and Incident Management
In Thai context, level of emergency and incident management is classified into fourlevels based on a wide range of parameters, including areas affected, size and severity level
and complexity, number of population, existing capacity for emergency management
as well as the availability and capability of resources. The activation levels are as follows:

It is essential to make use of one of or the combination of the aforementioned
parameters when submitting a proposal for upgrading the level of emergency and incident
management to level 3 or level 4 to be considered by the National Incident Commanderor the Prime Minister respectively as the case may be.

23CHAPTER 4: BUSINESS CONTINUITY PLAN

4.1

INTRODUCTION
Business Continuity Management (BCM) is the process which indicates potential

threats to the organization Impact on business operations and is a guideline for building
capacity for the organization to be resilience, respond and protect the interests of stakeholders,
reputation, image and activities that create effective value.
BCM has purpose to protect the chances of occurrence, preparation, response andrecovery from events that cause disruption with planning and preparation to minimize theimpact and damage from the event and return to the main business after the interruption assoon as possible.
Business Continuity Plan (BCP) is part of BCM. That is “documentation” of theoperational procedures that provide guidance to the organization in response to recovery andinstallation in order to be able to operate at the specified level after the interruption.
In Thailand, from the severe flooding situation in 2011 (B.E. 2554) has reflecting the
problems of many government’s systems and mechanisms unable to effectively perform themission in a crisis. That resulted in solving the problems of public suffering, lack of a goodmanagement system. Therefore, it is necessary to have BCM to ensure that the main missionof the government or important public service must be operational or continuous service.
On April 24th 2012, the Cabinet approved the guidelines for preparing for the crisis. The
government's management system can respond to the problem and rectify the ineffectivenessof the state mechanism in providing services.
DDPM has implemented the Cabinet resolution. This is in line with the principle ofdisaster risk management, in the Disaster Risk Reduction Strategy of the National Disaster
Risk Management Plan 2015 that assigned in the guidelines for preparing that BCP is adocument that contains the critical information the public and private sector business need tostay running in spite of adverse events. The concept of, and practices in public sector continuity
management have mainly focused on controlling, overseeing, and protecting critical resources
required for essential public business operations and services in order to maximize generalpublic benefits including the benefits for a wide range of the stakeholders. Since the improperor inefficient functioning of the existing internal control, mechanisms, resulted from adverse
incident can lead to discontinuity of business operations and provision of services , therefore
the relevant government agencies have a responsibility to undertake the intervention actions
in order to ensure that the essential business functions and services will stay resilient and get
up running following any disaster or disruption in accordance with the cabinet resolution dated
April 24th, 2012.
24

The Guidebook on SME Business Continuity Planning of the Asia-Pacific Economic
Cooperation (APEC) guides through 10 easy steps to build BCP. These 10 steps are basedon the International Standard ISO22301, for BCP.
Step 1: Determine BCP Purpose, Scope, and Team
Step 2: Prioritized Activities (PA) and Recovery Time Objective (RTO)
Step 3: What Do You Need to Resume Key Activities?
Step 4: Risk Assessment – Know Your Disaster Scenarios
Step 5: Do Not Forget Pre-Disaster Protection and Mitigation
Step 6: Emergency Response to Disaster
Step 7: BC Strategies to Early Resumption
Step 8: Be Financially Prepared
Step 9: Exercise Makes Your Plan Functional
Step 10: Ongoing Review and Improvement
DDPM has prepared BCP for staff to use as a guide to prepare people for service andmanage the organization when in crisis to be able to continue to perform tasks in the main
mission continuously and efficiently. Now, DDPM has improved/modified BCP in accordancewith ISO22301 business continuity management system that requires continuous review anddevelopment of the plan according to the PDCA quality management cycle plan (Plan Do
Check Act)

4.2

BUSINESS CONTINUITY PLAN IN JAPANAs a result of the Great East Japan Earthquake in March 2011, many enterprises inJapan suffered serious damage from the massive tsunami and earthquake, and faced
shortages of electricity, fuel, and so forth. Economic activities were affected not only
domestically but also internationally through supply chains. It is important to learn from thisdisaster and to prepare for other disasters that are likely to occur in the future. Without effective
preparation, the Japanese economy and society may face a crisis if disaster strikes. Even in
normal times, without effective preparation, there could be a loss of confidence in the Japanese
economy, a slump in purchasing and direct investment from overseas, a shift of production
bases to overseas, and so on.
Therefore, enterprises in Japan should consider all possible disasters which could hit
Japan or overseas, and prepare for the worst conceivable situations. They should constantly
develop a business continuity strategy which can effectively handle the damage caused by a25

disaster, take countermeasures, and improve their efforts. In some past disasters, someenterprises were able to restore normal operations quickly because their Business Continuity
Plans or coordination with other companies worked effectively. Therefore, it is important forenterprises to utilize such lessons in order to enhance the capability to continue doing
business.
As the business operations and environments of become increasingly diverse andcomplicated, there is a risk that various critical incidents other than disasters could suspend
production activities and distribution, causing severe impacts on society in Japan andoverseas. Therefore, it is necessary to build an economy and society which can be restored
smoothly and seamlessly when the contingency happens. Thus, enterprises must improvetheir business continuity capabilities.
A business continuity plan (BCP) is one preparation which can help reduce losses anddamage when disaster occurs. BCP will identify the potential effects of disruptions to anorganization’s critical operations if a disaster were to occur, and specifies effective response
actions and quick recovery measures.

26

In the Great East Japan Earthquake (GEJE), BCPs served their purpose to someextent, but certain weaknesses were identified. While BCPs helped to keep critical operational
functions going, and then to rehabilitate general operations, most small- and medium-sizedenterprises had, unfortunately, not even prepared BCPs. Since the private sector plays a majorrole in creating jobs and supporting local economies, it should be required to prepare BCPs,
but with support from the government.
The Business Continuity Plan has been mentions in the Disaster Management in Japanin chapter 3 “Disaster Countermeasures – From Prevention to Preparedness, Response andRecovery”. “The Business Continuity Plan of Central Government (Measures against Tokyo
Inland Earthquake)” stipulates the executive systems and work environment essential tocontinue the government services smoothly in the event of Tokyo Inland Earthquake occurringand in case the political, administrative and economic core functions may be seriously affectedby the Earthquake.
Regarding the executive system, the Plan stipulates that, upon Tokyo Inland
Earthquake occurring, government staff including those in charge of the administrative
management gather at the central government buildings and stay there for a week to continue
the emergency priority operations in rotation, so that such emergency priority operations will
be smoothly carried out. With regard to the work environment, it stipulates that the governmentbuilding be constructed to be earthquake resistant with work environment to continue theemergency priority services and administrative work in case of emergency.
Based on this Plan, central government ministries and agencies shall revise thebusiness continuity plans of each ministry and agency, identify services that need to becontinued under their responsibility in case of emergency as the emergency priority operations,and they work out system and environment necessary to carry those out.
It is planned that those business continuity plans developed by respective ministries
and agencies be reviewed and evaluated by experts, and that these plans as well as the Plan
itself be revised based on the result of such evaluation.
In the same manner, the systems for business continuity of local governments in theevent of a large-scale disaster are being developed and the Government is to give support tothem by way of formulating guidelines.

27

In Japan, good business continuity practices have already been secured to somedegree and have been proven to be effective in practice, and some of these practices in Japanare more advanced than in other countries. Based on these experiences, enterprises should
further improve their efforts.

4.2.1

Business Continuity Plan of National Government
When ministries that are responsible for administrative core functions have problems

in operation continuity at Tokyo Inland Earthquake, the government cannot collect and analyze
damage information, causing serious impacts on rescue and lifesaving, the life of the public,
and business activities.
Thus ministries need to conduct critical operations as the government even they
themselves are affected and have limitation to access to resources such as personnel,material, information and infrastructure.

28

Business Continuity Plan of the government is a plan that stipulates operations referred
as critical functions as the government to be maintained. Also it aims to appropriately conduct
operations even at critical situation through examining resources necessary to implement
prioritized operations, and taking necessary measures for simplifying procedure and clarifying
a chain of command.
BCP of National Government (for Tokyo Inland Earthquake)’s objectives aremaintaining metropolitan core functions and minimizing impacts on the life of the people andthe national economy at Tokyo Inland Earthquake.
The important thing in preparation for business continuity of national government isprioritizing operations emergency. Prioritized operations in the Plan shall be included in BCP
of each ministry and considering assembly members under the strict criteria, scrutinize
prioritized operations at emergency.
Aim to establish a system where emergency operations can be made by shifts for aweek without supply from outside, the operation system shall be:● Establish BCP of whole society○ Establish the whole government network centered on the Cabinet Office andCabinet Secretariat○ Each ministry shall establish network with local government, relevant organizationand private organization● Secure assembly members○ Examine the number of officers who can assemble office building○ Considering shift members, secure assembly members● Emergency delegation of autonomy● Selection of representing members
Moreover, there is the evaluation of BCP of National Government by Expert Panel for:- Evaluation of BCP of National Government and BCP of each Ministry- Evaluation items and methodology for effectiveness of each Ministry- Evaluation of effectiveness of BCP Guideline for National Government and Ministries

29

Example: BCP of National Government (Tokyo Inland Earthquake) [Cabinet approval 28
March 2014]<<Excerpt>>
Issues about temporary alternation when all or part of administrative core functions
cannot be maintained
1. Relocate to alternative base
When Prime Minister’s Residence cannot be used due to Tokyo Inland
Earthquake, Emergency Disaster Management Headquarters shall be changed to thefollowing order after quickly analyzing the damage situation. When Prime Minister’s
Residence regained functions, it will be returned to the Residence.
① Cabinet Office (Central Government Building No.8. However, before Building
No.8 becomes usable, Building No.5)② Ministry of Defense (Central Command Post)③ Tachikawa Wide-Area Disaster Management Base (Backup facility for
Disaster Management Headquarters)
The Government shall establish a system to conduct overall coordination for
emergency prioritized operation including Emergency Disaster Management Headquarters,
mainly in the said places.
2. Relocate to alternative building for ministries
When ministries have problems to continue all or some of operations in their officebuildings and relocate to alternative bases by 1, they relocate to alternative offices on their
BCP by their judgement.

In addition, there is the expert panel on evaluation of BCP of National Government
with the objective that (1) evaluation of BCP of National Government and BCP of each Ministry(2) evaluation items and methodology for effectiveness of each ministry and (3) evaluation ofeffectiveness of BCP Guideline for National Government and Ministries.
There is also a survey of Business Continuity Plan in local government by Fire andDisaster Management Agency (F.D.M.A.), Ministry of Internal Affairs and Communications. For
example, the survey will show the number of Prefectures, Cities, Municipalities which has BCP
already such as all of Prefectures (47 Prefectures) in Japan have BCP (100%). In the survey,
there will be many important contents in BCP’s preparation such as personnel allocation, officebackup, backup power, fuel, water and food, telecomunication, backup data, priority operation,role of staff, rules for assistance etc. and also a survey drill of BCP.
30

4.2.2Business Continuity Plan in Local Government
In Local Government, Business Continuity Plan is the plan to identify prioritizedbusiness under the situation a local government is affected and faces limitation in personnel,materials and information, to define operation system and response procedure, to securenecessary resource and to secure continuity of administrative business operation function.
Effects of BCP in Local Government are1) Realize speedy business continuity even in “the serious situation where a local
government is affected”
2) Avoid malfunction of local government due to confusion at disaster occurrence andimplement business at early stage3) Consider labor safety and hygiene issues of officers in charge of disaster response
However, Local Governments need to develop BCP so that they can implement Local
Disaster Management Plan and Disaster Response Manual appropriately even under thelimitation of resource caused by disaster.
In addition, there are the supports to municipality’s BCP development by the National
Government such as guidelines, workshop and etc.
(1) Guidelines
The Cabinet Office published “Handbook for BCP of Local Government at
Earthquake” in April 2010 for support to local government’s BCP development, for example;- There is a revision of the “Handbook” based on lessons from GEJE recent disasters,“Handbook of BCP for Local Government at Large-scale Disaster” (2016), to promote
developing more effective BCP; expand target disaster to natural disaster, review based onrecent disaster lessons, review based on lessons at GEJE and points in developing effective plan.
- In May 2015, they developed a guidebook for small municipalities since such small
municipalities lost administrative functions at GEJE, “Guidebook for BCP Development for
Municipalities”, to focus on 6 important elements to cover for small municipalities withpopulation below 100,000; (1) orders to substitute mayors, officers assembly system (2)alternative office for backup (3) preparation for electricity, water, food, etc. (4) various
telecommunications methods at disaster time (5) backup important administrative data and (6)prioritization of business at emergency.
(2) Workshop
There is BCP development workshop for municipal offices since 2015, direct support
to municipal offices about BCP development in cooperation with hosting prefectures. The
workshop consists of lecture and exercise. At exercise, BCP development in group work. For
issues that require examination, assigned as homework for a series BCP development process
such as in 2018, workshops contain establishment of assistance receipt system.

31

Example: Miyagi Prefecture Business Continuity Plan (Plan) [Central government office, earthquake]<<Summary (revised March, 2018)>>
Chapter 1 Basic way of thinking◆ With business continuity plan
In the event of a large-scale disaster, effectively put limited resources into "emergency
priority operations", Plan for early business continuity and recovery / reconstruction◆ Target organization
Governor bureau of the main government building (administrative government building,parliamentary government building), corporate bureau, Parliamentary secretariat and administrative
committee (excluding public safety commission) secretariat◆ Basic policy
1. Implementation of emergency priority work centered on disaster emergency responsework
2. Implement normal operations within the range that does not affect suspension or
emergency priority operations
3. The resources necessary for emergency priority work, such as personnel and materials,
are coordinated across all agencies
Chapter 2 Disasters and Damage Assumptions◆ Disaster assumption
It is assumed that it is the same scale as "the Great East Japan Earthquake" among
regional disaster prevention plans as earthquake disaster◆ Damage assumption
・ Human damage Dead, missing about 11,700 people
Up to approximately 320,000 evacuees
・ Lifeline damage About 1.42 million power outages,
about 760,000 line interruptions
・ Main government building damage【Building, water and sewage】
No major damage[Power] Emergency generator
operation, recovery after 9 hours[Telephone] originally disconnected,
restored after 24 hours

32

Chapter 3 Emergency Priority Business◆ Emergency priority work
Selection mainly on division office work based on the disaster countermeasures
headquarters summary※Timeline

Classification

Standard

Number ofdutiesDisaster-3 hours

Initial stage

Necessary work essential for disaster165

recovery~ 12 hours

Emergency

Implementation of emergency work,113~ 1 daystage

urgent and serious work such as victim

96

support78

Operations pertaining to full-scale39~ 3 day~ 14 days

Recovery stage

restoration and reconstruction
491 in total※ Target time for starting work that defines when to start work after thedisaster
Chapter 4 Execution System◆ Setting of antidisaster headquarter
We set up based on the disaster measures headquarters summary◆ The gathering situation (※ prediction) of the staff
timeCollection rate

Number of people~ 3 hours

15%

About 350 people~ 12 hours

65%

About 1,520 people~ 1 day70%

About 1,630 people~ 3 day85%

About 1,980 people~ 14 day90%

About 2,100 people* A disaster occurs outside working hours. Enter the office by foot
Chapter 5 Working Environment◆ Main government building (office)
There is no major damage even if an earthquake occurs, and it can be used as an office◆ Lifeline[Electricity] In the case of a power failure, up to 26 hours can be supplied by emergency
private power generation[Waterworks] When water supply was interrupted, water supply is possible for 1.8 days
【Food】 Reserve for 3 days by stockpiling plan[Communication] Not subject to call restrictions. Securing 20 priority telephone lines during
disasters

33

Chapter 6 Promotion of plan
◆ training
Regarding implementation method, we examine the possibility of cooperation, cooperation
with disaster prevention drills◆ Revision of plan (PDCA)
Promote at the administrative reform promotion headquarters and continuously improve◆ Others
・ Consider the development of a local organization BCP・ We carry out support such as reporting for the municipalities BCP development

4.2.3

Business Continuity Plan in Private Sector
Business continuity Plan identifies the potential effects of disruptions to anorganization’s critical operations if a disaster were to occur, and specifies effective response
actions and quick recovery measures. In the Great East Japan Earthquake (GEJE), BCPs
served their purpose to some extent, but certain weaknesses were identified. While BCPs
helped to keep critical operational functions going, and then to rehabilitate general operations,most small and medium-sized enterprises had, unfortunately, not even prepared BCPs. Since
the private sector plays a major role in creating jobs and supporting local economies, it should
be required to prepare BCPs, but with support from the government.
Preparedness in private sector is important because social functions and stakeholders
in modern developed societies are highly interconnected and interdependent, any disruptive
incident can affect an entire region. A single incident can have an extensive impact both
domestically and internationally, by undermining supply chains and value chains.
Examples of direct and indirect negative effects include:∙ Loss of human life and injury.
∙ Damage to physical assets, the environment, and natural resources.
∙ Disruption of public utilities, such as electricity, water, transport, and telecommunications.
∙ Disruption of citizens’ daily livelihoods.
∙ Disruption of local government administrative functions.
∙ Reduced supplies of daily goods and services.
∙ Bankruptcy of private companies, lost economic opportunities, and income loss.
∙ Unemployment and economic downturns.

34

The private sector plays a major role in creating employment and supporting the local
economy, thereby ensuring regional sustainability. In the event of a disaster, the role of theprivate sector becomes even more important in this respect. In each phase of disaster risk
management, it:∙ Provides evacuation shelters and relief goods.
∙ Ensure employment so that victims can regain their livelihoods quickly.
∙ Provides labor, services, and products essential to the speedy recovery of social
functions, roads, transportation, supermarkets, schools, hospitals, and other functions.
Effective cooperation among disaster-resilient private sector players helps ensure aresilient and sustainable civil society. One lesson learned from past catastrophic events suchas the Great Hanshin-Awaji (Kobe) Earthquake, Hurricane Katrina, the GEJE, and Thailand
flood is that the private sector plays an important role in reducing national and regional
economic damage when it is well prepared.

Practices at the GEJE
☺ The case of a large distribution company. Seven & I Holdings Co., Ltd. Operates convenience
stores, general merchandise stores, department stores, and supermarkets. The company has revised
its BCPs seven times since the Kobe earthquake in 1995. A supermarket in Ishinomaki City, one of
the most devastated cities, started selling foods and other goods outside its own buildings starting at
6 p.m. on March 11. On the next day, all 10 supermarkets opened in the Tohoku Region. The decision
to reopen in times of disaster was delegated to the individual shops, which could assess the situation
quickly. Multiple logistics routes were secured and 400 workers were brought from other areas tosupport the stores in the devastated areas.
☺ The case of an SME. The Suzuki Kogyo Co. is a waste management company with 67 employees
in Sendai City, which suffered from the GEJE. The company equipped itself with satellite phones andstandby generators, and conducted training and drills based on a BCP formulated in 2008. The
emergency center was established at 3.30 p.m., 45 minutes following the earthquake on March 11.
Two days later the company resumed the critical operation of treating medical waste from dialysis.
Other companies took over the waste management operations.

The private sector in Japan has made substantial efforts to adopt BCPs, which proved
to be useful when put into action following the GEJE. At the same time, however, some lessons
were learned that could make corporate BCPs even stronger and more effective. Until recently
there had been an attitude of tolerance toward business disruptions caused by disasters of acertain scale, as they were considered to constitute force majeure. Public opinion has shiftedsince March 11. Now, even if the scale and intensity of a disaster exceeds assumptions andpredictions, disruptions are deemed to constitute negligence, and top managers are expected
to be able to take appropriate measures to ensure the continuity of critical operations.
Companies should:

35Ensure BCP effectiveness through regular drills and continuous education. These drills
and training must target specific departments in the company and should address specificcapacities and skills; generic training is of no use. The plan should list specific activities andgive detailed directions to be followed in emergencies and to facilities recovery. These should
be explained in detail to those officials and employees who are expected to implement them.
Drills and training should be regular and ongoing, and some coordination at the sectoral levelis recommended.
Radically shift from a “disaster-based” to a “consequence-based” perspective instrategy development. Private companies should formulate their BCPs to reflect the results
or outcomes they expect from implementation, rather than specific measures to counterspecific disasters. They should identify key services, and examine how long the service will be
disrupted and how they can shorten the disruption time.
Focus more on supply chain disruption risk by knowing more about the situations ofstakeholders. In addition to the company’s own operations, BCPs should address supply
chain issues that affect other companies and markets. To facilities this, meetings should beheld regularly with companies in the same sector and with supply chain companies, first toassess the potential risks and then to develop concerted measures to ensure business
continuity throughout the supply chain.
In consideration of lessons learned from critical incidents threatening business
continuity, the establishment of related institutions, changes in the economy and society, andso forth, the “Business Continuity Guidelines – Strategies and Responses for Surviving Critical
Incidents –” are announced by the Cabinet Office, Government of Japan. These Guidelines
are intended mainly for private enterprises, including all enterprises, both for-profit and nonprofit organizations, regardless of type of industry, business or size.
The Guidelines describe the outline, necessity, effectiveness, implementation methods,
establishment methods, points to remember, etc. of good practice in business continuity, orBusiness Continuity Management (BCM) including Business Continuity Plans (BCP), in orderto encourage enterprises in Japan to ensure good practice in business continuity, thereby
improving the business continuity capabilities of Japan as a whole. Both the government andthe economic community as a whole strongly expect good practice in business continuity to
become widespread. Therefore, enterprises must actively consider this matter.
An analysis of the responses following the GEJE and the great flood in Thailand in2011 revealed that some Japanese enterprises had established world-leading BCMs.
However, many enterprises have not established sufficiently good practice in business
continuity. Therefore, these Guidelines aim to help such enterprises and industries as a whole
to improve their business continuity capabilities by encouraging them either to launch such
efforts or to review and improve their efforts, and to encourage enterprises to collaboration with36

each other inside and outside their regions in consideration of the importance of supply chains.
These efforts are expected to improve the value of enterprises, organizations and industries.
The incidents covered by these Guidelines are natural disasters which disrupt thebusiness (especially the supply of products and services) of enterprises and can also cover
any incidents which may suspend business operations such as large-scale accidents,
communicable disease pandemics, terrorist acts and disruption of supply chains.
The Guidelines take into account the conditions of BCMs in Japan and confirm inprinciple with the concepts of international standards and good practices in foreign countries.
Other than, it includes many recommendations and examples, but enterprises are encouraged
to take only those measures that suit them. It is important for enterprises to develop their own ideas.
The composition of Guidelines follows this table:
Composition
Introduction
Text

Chapter
Outline of the Guidelines
Chapter 1: Necessity andOutline of Good Practice inBusiness Continuity
Chapter 2: Establishment of
PolicyChapter 3: Analysis andExamination

Chapter 4: Examination and
Finalization of BusinessContinuity Strategies andMeasures
Chapter 5: Establishment of
Plans
Chapter 6: Proactive
Measures and Implementationof Education and Training
Chapter 7: Review and
Improvement
Chapter 8: Recommendations
to the Management and theEconomic Community
Appendix

Exhibit

1. Glossary
2. Reference Books
Checklist

OutlineExplanations of the outline (targets, purpose, status,etc.) of the Guidelines as a whole
Basic matters of good practice in business
continuity and the necessity and advantages ofpromoting good practice
Establishment of the basic policy of BusinessContinuity Management (BCM) and creation of asystem to establish and implement BCM“Business impact analysis” by which criticaloperations to be continued in the event of anincident and whether or not such critical operations
should be recovered are analyzed, and “riskanalysis and assessment” by which such risks are
identified for which measures should be taken on apriority basis
Business continuity strategy for restoration by therecovery time objective and continuing criticaloperations
Establishment and documentation of a plan under
BCM
Proactive measures based on a plan, andimplementation of education and training
Review and improvement of BCM
Recommendations on the importance of promoting
good practice in business continuity and matters toconsider in promoting good practice, to the
management and the economic community
Explanations of terms used in these Guidelines
List of references used in establishing and revising
the Guidelines
Checklist used for checking the status of achieving
good practice in business continuity

37

BCP identifies an organization’s critical operations and the potential effects of adisaster, specifying the response and recovery measures the business can take to avoid or
minimize disruptions and continue operations at an acceptable level. The GEJE caused 656
private companies to go bankrupt within a year. Fully 88 percent of those business werelocated outside the Tohoku region and failed because of supply-chain problems. A BCP isessential regardless of where a business is based. According to a recent survey, between 80
and 90 percent of medium-sized and large companies indicated that their BCPs had beeneffective during the response and recovery phase. For these reasons show that well-prepared
BCPs can prevent disruptions.

4.3

BUSINESS CONTINUITY PLAN IN THAILAND
In Thailand, BCP are available in the private sector because in the private sector, it isa business that is expected to profit and must not lose. So when a business interruption causes
the business to be unable to perform at the same level as before the incident and loss of
income or many customers until unable to receive the service interruption. It also tarnishes the
reputation and image of the organization. Thus, in the private sector, it is necessary to have
BCP in order to continue business operations, no interruption in critical conditions which has
evolved from the recovery of information technology systems and disaster events (Disaster
Recovery) to protect the chances of occurrence, preparation, response and recovery fromincidents that cause disruption.
Before having BCP in the organization, there must be a Business Continuity
Management (BCM). BCM is the whole body of the management process which indicates thethreat to the organization, the impact of that threat on business operations and provide
guidelines for building capacity for the organization to be flexible. To respond and protect theinterests of stakeholders, reputation, image and activities that create effective value with themain objective to minimize disasters affecting the organization and is able to resume its main
business after the interruption as soon as possible.
The benefits of BCM and BCP are as follows:
1. Create collateral for customers and investors
2. Reduce financial impacts
3. Build the ability to compete in the event of a disaster
4. Make sure at the time of returning to service
5. Reduce confusion and reduce wrong decisions
6. Make safety for employees and other related parties

38

From the severe flooding situation in 2011 (B.E. 2554) has reflecting the problems ofmany government’s systems and mechanisms unable to effectively perform the mission in acrisis. That resulted in solving the problems of public suffering, lack of a good management
system. Therefore, it is necessary to have BCM to ensure that the main mission of thegovernment or important public service must be operational or continuous service. So on April
24th 2012, the Cabinet approved the guidelines for preparing for the crisis. The government's
management system can respond to the problem and rectify the ineffectiveness of the statemechanism in providing services. By issuing a notice of the Ministry of Industry on industrial
product standards Business continuity management system (ISO22301) on 25th September 2013.
ISO22301 is the international standard that helps organizations put business continuity
plans in place to protect them, and help them recover from, disruptive incidents when they
happen. It also helps you to identify potential threats to your business and to build the capacity
to deal with unforeseen events.
These 10 steps are based on the International Standard ISO22301, for BusinessContinuity Plan.
Step 1: Determine BCP Purpose, Scope, and Team
When you start BCP planning, you need to create a solid foundation (orframework) for your company’s BCP program by addressing these three elements:
1) Purpose: Why is your company introducing BCP?
2) Scope: Which parts of your company will introduce BCP?
3) Leader: Who will serve as leader of your BCP activities?
It is very important that not only top management show visible strong
leadership, but also that all employees are fully aware of the BCP framework (purpose, scope,and leader).
Step 2: Prioritized Activities (PA) and Recovery Time Objective (RTO)
You will consider what is your company’s lifeline product or service? Whichproduct or service should be recovered (be delivered) as the first priority when a natural
disaster (or an accident) disrupts the company’s operations? Which business activity makes a
top selling product? Which shop sells most in your company? Those critically importantbusiness activities are called Prioritized Activities (PAs). You have to identify the Prioritized
Activities of your company. As the second step, you should know the impact (timeline) of total
disruption to the main activities listed. How soon would the total disruption of these activities
become unacceptable to your company? (This period is called Maximum Tolerable Period ofDisruption / MTPD). What must be done to get your business operational again in the shortest
possible timeframe, before heading towards exiting the business or filing for bankruptcy? The
importance of this simple analysis is to focus only on the impacts of disruption, setting aside
risk factors. By disregarding risk factors, such as occurrence probability and severity of39

damage, during the process of analyzing your business and identifying Prioritized Activities,
you will gain a clearer understanding of how soon your company has to resume operations to
avoid bankruptcy.
Step 3: What Do You Need to Resume Key Activities?
Prioritized Activities (PAs) are supported by various internal and external
resources. When disrupted, PAs are going to be resumed and those supporting resources
should be available and ready. In Step 3, you need to identify and list the necessary resourcesin Form 3-1. In the subsequent steps, you will review risks to the listed resources, and theirvulnerabilities. You will consider what measures are necessary to protect, secure availability,or prepare alternative options. Therefore, this list is very important and basic information inyour BCP planning.
Step 4: Risk Assessment – Know Your Disaster Scenarios
You need to clearly identify risks which may seriously threaten your company(or may lead to a catastrophic scenario). You list the kinds of risks your company is exposed
to. You analyze and evaluate those risks, and select risks which your company needs to takemeasures with ‘high priority’. You also need to analyze and estimate to what extent your criticalresources may be damaged by such risks, and how long it will take to restore such damaged
resources. You compare the estimated restoration period with your company’s Recovery Time
Objective (RTO), set in Step 2, and determine which resources are critical to avoid catastrophic scenarios.
Step 5: Do Not Forget Pre-Disaster Protection and Mitigation
To successfully resume operations as planned, the damage to the supporting
resources should be contained, to the extent that early repair and restoration would bepossible. If such important resources sustain very severe damaged, your company may fall
into a disaster scenario, and be forced to give up the recovery effort, or shut down for a long
period of time. This would be the end of the business and therefore, the story! This is why preincident strategies of protection and mitigation are very important.
Step 6: Emergency Response to Disaster
You consider immediate necessary responses to take, when the incidents
occur, to prevent the emergency situation from becoming an uncontrollable crisis. It is called
emergency response or incident response. The first priority of emergency response is toprotect and rescue people. Stabilization, to remove harm and secure premises, ensure safety
and security of yourself, staff and customers protection of assets, and prevention of further
damage. The potential for secondary disasters should also be considered.

40

Step 7: BC Strategies to Early Resumption
You develop your company’s Business Continuity Strategies (BC Strategies)
for resumption of Prioritized Activities (PAs) within Recovery Time Objectives (RTOs). You
need to identify and prepare the internal and external supporting resources that are necessary
to resume those activities. There are key concepts for planning your BC Strategies that you
need to consider to resume Prioritized Activities (PAs). In considering the concepts of BC
Strategies, you are going to make plans for your own BC Strategies to achieve RTO of PAs.
Strategy 1: Resume PA at the damaged/affected site.
Strategy 2: Resume PA at an alternative site (either in-house or external facility)
Strategy 3: Resume PA by alternative methods (or workaround methods)
Step 8: Be Financially Prepared
The objective of Step 8 is to recognize the financial conditions of yourcompany in case of an emergency, and to prepare appropriate measures in advance, to avoid
bankruptcy even if income is suspended. If your company’s operation is suspended, yourcompany will lose revenue but still be required to pay ordinary expenditure such as, payroll
and rent. And if your facilities are damaged, you will need cost recovery of your damaged facilities.
Step 9: Exercise Makes Your Plan Functional
Planning and executing plans are different tasks. Your company’s BusinessContinuity Plans should effectively work in the case of an emergency as planned. The purposeof exercise is to ensure that your company’s plans work effectively and achieve its objectives.
Exercise is intended to not only test its performance, but also to empower employees andprovide them with education and training to enhance their knowledge and expertise.
41

Some examples of the main exercises are listed below.
- Evacuation Drill: test and practice safe and prompt evacuation to thedesignated location.
- Safety Confirmation Exercise: test and practice employees’ emergency calls
and safety confirmation.
- Launching EOC Exercise: test and practice starting up EOC launch andconducting designated roles by EOC members.
- Backup Data Recovery Exercise: test and practice recovery by backing up
data.
- Re-starting Operation Exercise: test and practice resuming operations after
disruption.
- Launching Alternative Site Exercise: test and practice starting up operationsat an alternate site.

Step 10: Ongoing Review and Improvement
To make your company’s BCP most effective, you should monitor and review
your company’s BCP activities. Your entire BCP activities – before, during and after an incident- should be reviewed. Moreover, senior management have to proactively initiate a review of
the company’s BCP at least annually, and ensure that your company’s BCP has been
managed effectively and the PDCA cycle is working.

42

The National Disaster Risk Management Plan 2015 has mentioned Business Continuity
Plan in Disaster Risk Reduction Strategy 2 : Developing Disaster Risk Reduction Measures ,Guidelines 2.8 : Business Continuity Plan , “This action plan is a document that contains thecritical information the public and private sector business need to stay running in spite ofadverse events. The concept of, and practices in public sector business continuity
management have mainly focused on controlling, overseeing, and protecting critical resources
required for essential public business operations and services in order to maximize generalpublic benefits including the benefits for a wide range of the stakeholders. Since the improperor inefficient functioning of the existing internal control, mechanisms, resulted from adverse
incident can lead to discontinuity of business operations and provision of services, therefore
the relevant government agencies have a responsibility to undertake the intervention actions
in order to ensure that the essential business functions and services will stay resilient and get
up running following any disaster or disruption in accordance with the cabinet resolution dated
April 24, 2012”.
Department of Disaster Prevention and Mitigation has proceeded in accordance with
the Cabinet resolution and the National Disaster Risk Management Plan, 2015 approved the
BCP by Director-General of DDPM on March 7th, 2017 to allow the staff of the DDPM to use
as guidelines preparation for public service and organization management to be able tocontinuously perform tasks according to the main mission and be effective when in crisis. With
the appointment of the crisis readiness committee of DDPM on 27th June, 2018. The committee
is consist of Director-General of DDPM as a consultant, Deputy Director-General assigned of
DDPM as the chairman, Every Division of DDPM’s Directors as committees, Director ofDisaster Prevention and Mitigation Policy Division as committee and secretary and Director of
the Management System Development Group as committee and joint secretary. This
committee have the authority to set policies or guidelines for managing the continuity
management plan in crisis situations of DDPM, prepare and drive the BCP of DDPM, follow up
and evaluate the performance according to the BCP of DDPM, give suggestions to improveand review the plan and promote and support the cultivation of the concept of continuity
management as part of the corporate culture.
However, APEC Guidebook requires BCP to have PDCA. Therefore, the concept of
DDPM’s BCP is to be improved to be more efficient. By studying BCP research in Japan,
including best practices to adjust to the context of Thailand and improve the BCP of DDPM in
accordance with international standards and efficiency.

43

CHAPTER 5: LESSONS LEARNED FROM JAPANIn this last chapter of the study comprises of the lessons learned from Japan andinteresting issues from Japan for developing the Business Continuity Plan of Department ofDisaster Prevention and Mitigation.
5.1

LESSONS LEARNED FROM JAPAN
Well-prepared business continuity plans prevent disruptions. BCP identifies anorganization’s critical operations and the potential effects of a disaster, specifying the response
and recovery measures the business can take to avoid or minimize disruptions and continue
operations at an acceptable level. A BCP is essential regardless of where a business is based.
Raise public awareness. Efforts should be made to raise awareness about BCPs anddevelop effective BCPs to achieve greater regional resilience. Practices and lessons fromdisasters should be widely shared with organizations.
Start from a small disaster. Organizations could begin with a small hazard scenario
as the first step in formulating BCPs, and then add greater or different kinds of hazards. For
example, in Japan, since earthquakes are a very familiar hazard, most companies start by
preparing BCPs for earthquakes which are considered easier to produce. They then proceed
to develop BCOs for more complicated disasters, such as pandemics.
Mobilize government support. Governments may feel that providing support to BCPs
for the private sector is not their role. But securing livelihoods and the local economy is certainly
a relevant public sector concern. Governments should provide private companies with thenecessary information such as risk assessments and guidelines for producing BCPs. Also,
governments should collaborate with chambers of commerce and other industrial associations
that provide support to these companies.
Promotion of Business Continuity Plans (BCPs) and Business Continuity
Management (BCM). Promoting the formulating and implementation of Business Continuity
Plans (BCPs) and Business Continuity Management (BCM) stipulating management strategies
in normal time are extremely vital for ensuring the continuation of business in the event of a disaster.
Development of Business Continuity Systems.
(1) Development of Business Continuity Systems by National Government’s
Ministries and Agencies: The national government’s ministries and agencies have reviewed
their business continuity plans (BCPs) as required according to the Business Continuity Planof the National Government (Measures for the Tokyo Inland Earthquake). Based on this plan,
the Cabinet Office assessed its BCP with experts. The government service continuity system
will also be implemented in the event of a potential Metropolitan Inland Earthquake throughthese initiatives to continue administrative operations smoothly.
44

(2) Development of Business Continuity Systems by Local Governments: The local
government must ensure its administrative function works for ongoing operations required,even when a disaster occurs, hence the importance of the local government providing its own BCP.
The Cabinet Office published the Business Continuity Plan Formulation Guidelines for
Municipalities, aiming to make it easier for small municipalities to prepare a BCP and has been
holding workshops to train relevant municipal employees in preparing BCPs. Through suchinitiatives, the Cabinet Office will continue to support local governments in strengthening andenhancing their business continuity systems.
Should a major disaster occur, it will be difficult for the affected municipalities to carry out
an extensive range of disaster response operations singlehandedly. The local government also
needs to develop an aid acceptance system to accept assistance from the national government,
other local governments, private companies and volunteer organizations, etc. smoothly and effectively.
(3) Development of Business Continuity Systems by private sector companies:
The Cabinet Office conducts a fact-finding survey every second fiscal year, to ascertain what
proportion of private sector companies have prepared a BCP and investigate their disaster
preparedness initiatives. The Cabinet Office will continue to undertake initiatives to popularize
and raise awareness of BCP preparation based on the outcomes of surveys, with the aim ofencouraging companies to formulate a BCP and engage in BCM.

5.2

THE INTERESTING ISSUES FROM JAPAN- In Japan, the government support BCP for the private sector as can be seen fromthe government is the policymaker about BCP in the Disaster Management in Japan and they
established the Business Continuity Guidelines –Strategies and Responses for Surviving
Critical Incidents –.
- The organizations/companies that have BCP, they can take to avoid or minimize
disruption and continue operation and had been effective during the response and recovery
phase. Ex: a supermarket in Ishiomaki City, one of the most devastated cities, can start selling
foods and other goods outside its own building at 6 p.m. on March 11. Or a waste managementcompany in Sendai City, which suffered from GEJE, can establish the emergency center at
3.30 p.m., 45 minutes following the earthquake on March 11 and 2 days later they resumed
the critical operation of treating medical waste from dialysis.
- In Japan, there are BCP of Local Governments.
- Japan’s BCP has content covering the stockpiling of goods.
- Evaluation of BCP of National Government, organize meetings 4 times a year
- The Cabinet Office survey on BCP preparation every 2 years

45

5.3

CHALLENGES FOR THAILAND(1) Department of Disaster Prevention and Mitigation has Business Continuity Plan

which is accordance the international standards and can actually to be used.
(2) Business Continuity Plan of Department of Disaster Prevention and Mitigation canbe a model for other agencies and the local government.
(3) The National Government supports the local government having BusinessContinuity Plan.
Thus, if there is well-prepared BCP, BCP will be an effective for strengthening DDPM’s
disaster management.

46

REFERENCE

Cabinet Office, Government of Japan. Disaster Management in Japan. Retrieved fromhttp://www.bousai.go.jp
Cabinet Office Japan, White Paper, Disaster Management in Japan 2018. Retrieved fromhttp://www.bousai.go.jp/kyoiku/panf/pdf/WP2018_DM_Full_Version.pdf
DDPM. (2015). National Disaster Risk Management Plan. Bangkok: Department of Disaster
Prevention and Mitigation.
Toshinori OGATA.(2016). Disaster Management in Japan. Japan Med Assoc J. 2016 Jul;
59(1): 27–30. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC50
59167/Taiki SAITO. DISASTER MANAGEMENT OF LOCAL GOVERNMENT IN JAPAN. Retrieved
from http://www.uncrd.or.jp/hyogo/hesi/pdf/peru/saito.pdf
Cabinet Office Japan, Government of Japan. Business Continuity Guidelines – Strategies
and Responses for Surviving Critical Incidents – Third Edition.
International Bank for Reconstruction and Development, The World Bank. The Great East
Japan Earthquake, Learning from Megadisasters, Knowledge Notes Executive
Summary.
Takahiro Ono, Asian Disaster Reduction Center and Mikio Ishiwatari, World Bank.
Knowledge Note 2-4, Cluster 2: Nonstructural Measures, Business continuity Plans.
The Asia-Pacific Economic Cooperation (APEC). The Guidebook on SME BusinessContinuity Planning
Ministry of Internal Affairs and Communications, Survey BCP of the Local Governments.

WEBSITE-

http://www.adrc.asia/index.php-

http://bcpjapan.jp/-

https://www.preventionweb.net/publications/view/29163-

http://www.dri.ne.jp/en-https://www.cao.go.jp

47

PRESENTATION MATERIALS-DM Issues by Ms. Shiomi Yumi, Asian Disaster Reduction Center (ADRC)-BCP of National Government and BCP of Local Governments by Mr. Maekawa
Atsushi, Deputy Director, Disaster Management Planning, The Business Continuity
Plan of Central, The Cabinet Office-Effectiveness of BCP by Mr. Yamaguchi Norihiko, Deputy Director, Disaster
Preparedness, Public Relations and International Cooperation, The Cabinet Office-

Insurance Risk Management by Mr. Takahoro Ono, General Manager Business
Department.A, Risk Consulting Office, Mitsubishi Corporation Insurance Co.,Ltd.

-

Business Continuity Management by Mr. Apichai Phongphotakul

48