GAR 2015 Main Report

151

provides clear incentives to manage risks and to ensure compliance.

The current understanding of the different groups with vested interests in the outcomes of risk management is far too broad. For example, private investment and the private sector encompass small and medium enterprises, farmers, informal traders and labourers, households and individuals, national businesses and large international corporations, investment banks and asset managers, insurers and a vast range of service providers to all of these groups.

Box 7.11 Something’s burning

Figure 7.7 Number of houses damaged and destroyed in Tamil Nadu and Odisha, 1990-2013

(Source: UNISDR with national loss data.)

Catastrophic urban fires devastated Rome in 64 CE, London in 1666, Chicago in 1871, and Boston in 1872; the 1906 San Francisco fire destroyed nearly 95 per cent of the city, and the Tokyo fire of 1923 killed over 40,000 people. The implementation of modern building codes, land-use planning, the establishment and expansion of emergency services, greater citizen responsibility, and insurance regulations have largely consigned the catastrophic urban fire to history. From the perspective of intensive risk, the problem has been solved ( GAR 13 paper

GFDRR, 2014a

GFDRR (Global Facility for Disaster Reduction and Recovery). 2014a,Understanding Risk: The Evolution of Disaster Risk Assessment since 2005, Background Paper prepared for the 2015 Global Assessment Report on Disaster Risk Reduction. Geneva, Switzerland: UNISDR..
Click here to view this GAR paper.

).

National disaster loss data, however, reveals a very different story. The occurrence of fires in urban informal settlements and rural villages is trending up, and housing damage has been increasing since 1990. In Odisha and Tamil Nadu, India, for example, fires have caused 13 per cent of all housing damage since 1990 and are on the rise (Figure 7.7).

For risk information to play such a role, it needs to be located inside development and within the social and economic constraints and opportunities that frame risk management. The room full of mirrors needs to open its doors; only then can a real culture of prevention and resilience emerge.

	151 provides clear incentives to manage risks and to ensure compliance. The current understanding of the different groups with vested interests in the outcomes of risk management is far too broad. For example, private investment and the private sector encompass small and medium enterprises, farmers, informal traders and labourers, households and individuals, national businesses and large international corporations, investment banks and asset managers, insurers and a vast range of service providers to all of these groups. Box 7.11 Something’s burning Figure 7.7 Number of houses damaged and destroyed in Tamil Nadu and Odisha, 1990-2013 (Source: UNISDR with national loss data.) Catastrophic urban fires devastated Rome in 64 CE, London in 1666, Chicago in 1871, and Boston in 1872; the 1906 San Francisco fire destroyed nearly 95 per cent of the city, and the Tokyo fire of 1923 killed over 40,000 people. The implementation of modern building codes, land-use planning, the establishment and expansion of emergency services, greater citizen responsibility, and insurance regulations have largely consigned the catastrophic urban fire to history. From the perspective of intensive risk, the problem has been solved (GFDRR, 2014a x GFDRR (Global Facility for Disaster Reduction and Recovery). 2014a,Understanding Risk: The Evolution of Disaster Risk Assessment since 2005, Background Paper prepared for the 2015 Global Assessment Report on Disaster Risk Reduction. Geneva, Switzerland: UNISDR.. Click here to view this GAR paper. ). National disaster loss data, however, reveals a very different story. The occurrence of fires in urban informal settlements and rural villages is trending up, and housing damage has been increasing since 1990. In Odisha and Tamil Nadu, India, for example, fires have caused 13 per cent of all housing damage since 1990 and are on the rise (Figure 7.7). For risk information to play such a role, it needs to be located inside development and within the social and economic constraints and opportunities that frame risk management. The room full of mirrors needs to open its doors; only then can a real culture of prevention and resilience emerge.	Page 1 Page 10 Page 20 Page 30 Page 40 Page 50 Page 60 Page 70 Page 80 Page 90 Page 100 Page 110 Page 120 Page 130 Page 140 Page 141 Page 142 Page 143 Page 144 Page 145 Page 146 Page 147 Page 148 Page 149 Page 150 Page 151 Page 152 ->Page 153 Page 154 Page 155 Page 156 Page 157 Page 158 Page 159 Page 160 Page 161 Page 162 Page 163 Page 164 Page 165 Page 170 Page 180 Page 190 Page 200 Page 210 Page 220 Page 230 Page 240 Page 250 Page 260 Page 270 Page 280 Page 290 Page 300 Page 310