Know4 drr poster_ws_bolzano_private_sector_hua

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Know4 drr poster_ws_bolzano_private_sector_hua

  1. 1. Philanthropic, … CSR, PPPs, … Core business, … Minimise Risk Leverage Opportunities For & with global community For & with surrounding communities Within the firm • Support global DRR and CCA efforts • Participate in platforms and PPPs • Improve information and knowledge systems • Develop risk informed business strategy for DRR and CCA • Promote climate change mitigation • Play part in DRR and CCA efforts such as local and national emergency planning and response, infrastructure planning, logistics contingency planning, social protection actions • Raise awareness and offer consulting • Promote climate change mitigation • Redesign and invest to minimise vulnerability • Redesign and invest for resilience • Advance emergency preparedness • Balance supply chains & plan for contingencies • Capacity building • Disaster risk informed business strategy • Promote climate change mitigation For & with global community For & with surrounding communities Within the firm • Design new CCA and DRR products and services • DRR and CCA informed business strategy • Identify new growth/revenue within existing market • Enter new markets for products and services • Risk informed business investment strategy • Identify new growth/revenue associated with CCA and DRR within existing market • Enter new markets for products and services • Risk informed business investment strategy Private Sector Civil SocietyPublic Sector Structural • Risk governance is emerging yet decision making procedures still principally follow past patterns. Functional • Disaster risk information is often hidden by countries and areas in an effort to attract investment and gain competiveness. Social • Limited awareness from clients lowers the market for CCA and DRR products and services. Businesses also feel that CCA is not a pressing concern. Intrinsic • Limitations due to competition as knowledge offers a competitive advantage. Cognitive • Development of new products intended for CCA and DRR generates unknown risks. M.Dandoulaki1, Th.Karymbalis2, Y. Melissourgos2, S.Skordili2, N.Valkanou2 The Private Sector 1 National School of Public Administration and Local Government, Greece (mdand@tee.gr) 2Department of Geography, Harokopio University of Athens, Greece (karymbalis@hua.gr, yormel@gmail.gr, skordili@hua.gr, elnel@otenet.gr) The stakeholders and their relative position Business Potential Actions for DRR and CCA Barriers in Knowledge production and sharing Harokopio University of Athens Insufficient reliable information on manifestation of CC risks (in time and space scales relevant to business). In many markets the subject of climate change itself remains debatable. Some businesses already compete in developing CCA and DRR products and services. Sharing knowledge or patents devalues their investments. The role of private sector Participatory tools for the identification and appraisal of new risks and for handling uncertainty are to be developed and mainstreamed. PPPs Social enterprises Scientists Media Uncertainty can be a side-effect of CCA and mitigation. E.g. biofuels oriented agri-production triggered food crisis and environmental new problems. Moving from perceiving disaster risk as an exogenous thread towards making business decisions that mitigate the levels of risk

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