Disaster Management at Deutsche Post DHL Group

Transcription

1 2015/EPWG/SDMOF/010 Agenda: 7.5 Disaster Management at Deutsche Post DHL Group Submitted by: DHL 9 th Senior Disaster Management Officials Forum Iloilo, Philippines September 2015

2 GOHELP Disaster Management at Deutsche Post DHL Group Carl Schelfhaut Chief of Staff, International Relations & Policy Head of CR Disaster Management Asia Pacific Corporate Center Corporate Responsibility Our focus areas GoHelp is a key Corporate Responsibility pillar of Deutsche Post DHL Group GoGreen GoHelp GoTeach Environmental protection Disaster management Championing Education Local projects GoHelp Hand out 1

3 GoHelp covers all phases of disaster management Get Airports Ready for Disaster (GARD) In partnership with the UNDP Mission: Support airport staff on site to identify potential deficits and take them into consideration in disaster preparedness activities. Know-how: Workshop conducted by professional trainers from DHL Aviation, customized for airports in disaster-prone regions. Theory and practice: Mix of classroom elements and on-site assessment work at the airport. Result: a detailed assessment of the airport and a clear action plan to increase the airport surge capacity in case of a disaster. Regional projects Regional activities and partnerships such as with TECHO to build houses for local communities affected by natural disasters. Disaster Response Teams ensure speedy supply chain, prevent bottle necks Since 2003 our DRTs have been helping handle relief supplies at airports in crisis zones. In partnership with UN OCHA (Office for the Coordination of Humanitarian Affairs). Mission: Professional logistics support at airport near to the disaster-affected area to ensure speedy, efficient supply chain and prevent bottlenecks Specially trained DHL employees GoHelp DRT Mission and Activities Mission: Professional logistics support and consultancy to ensure a speedy, efficient supply chain for incoming relief goods at the relief airport. Scope of DRT activities Unloading aircraft Handling Goods are taken off aircraft pallets Supplies transferred to wooden pallets Handling with or without forklifts Assistance with customs processes Warehousing Sorting and stacking of goods Inventory management Inventory reported to UN Loading Repacking of relief goods (e.g. with the help of Speedballs) Loading of aid on trucks or helicopters Onwards transportation 4 Hand out 2

4 Disaster Response Teams worldwide more than 30 deployments more than 400 trained DHL volunteers USA 2005 Iran 2003 Pakistan 2005/2010 Nepal 2015 Turks & Caicos 2008 Haiti 2010 Guatemala 2010/2012 Honduras 2008 Myanmar 2008 Philippines 2006/2009/2012/2013 Panama 2008/2012 India 2008 Samoa 2009 El Salvador 2009/2011 Vanuatu 2015 Peru 2007 Sri Lanka 2004 Indonesia 2006/2009 Chile 2010/2012/ 2013/2014/2015 New Zealand GARD Concept GARD is a workshop format preparing airport managers for the worst case GARD profile Duration: Location: Target Group: Pro Bono Service: Prerequisites: 5-day workshop Training room in airport building and airside selected airport staff and disaster experts by UNDP (project coordination) and DHL (providing professional DHL aviation trainers) Requires airport staff has to be released for the whole 5 days to attend the training Easy and full airport and airside access throughout the entire training Methodology Interactive workshops Airport Assessment Airport Surge Capacity Report Follow-up Result The Airport Surge Capacity Assessment Report is prepared by the participants during the workshop. This document stays in the disaster area and can be used by the airport. 6 Hand out 3

5 GARD Role Sort GARD is based on a sustainable and participative approach and brings together the expertise of relevant stakeholders UNDP = Facilitator DPDHL Group = Trainer/Consultant engages relevant authorities/aligs with governments organizes the GARD workshop UNDP GARD Training GARD Country DPDHL Group provides logistics expertise provides disaster management experience provides aviation trainers provides methodology and training material Pro Bono contribution GARD Country = Owner officially requests training via UNDP GARD to become integral part of the national DRR plan owns and updates assessment report follows up on agreed actions 7 GARD workshops worldwide > 30 airports assessed through GARD > 500 airport officials trained Armenia 2013/2014 GARD plus 2014 Turkey 2012 Nepal 2010 Dominican Republic 2014 Macedonia 2015 Jordan 2014 El Salvador 2013 GARD plus 2013 Philippines 2013/2014 Lebanon 2012 GARD plus 2013 Peru 2014 Panama 2013 GARD plus 2013 Bangladesh 2011 Indonesia 2009/2011/2012 Sri Lanka 2014 GARD plus Hand out 4

6 EVOLUTION OF HUMANITARIAN LOGISTICS OLD WORLD: Relief goods arrive in bulk, lots of unsolicited donations DRT palletise bulk and prepare emergency rations from unsolicited donations CHANGING WORLD: relief goods arrive palletised, less unsolicited donations CHANGING SKILL REQUIREMENTS: Material Handling Equipment (MHE) AWB Tracking Advice to and coordination between GO, NGO and other relief / charity organisations A LESSON LEARNED: It is crucial to have adequate MHE to be able to function. DP DHL is in the process of acquiring its own MHE, stationed at BAH hub and ready to be flown to airports in need of MHE to cope with the capacity surges. 9 OUR OBSERVATIONS: Preparedness is key.. Airports often appear to be caught by surprise. Surge in relief supplies can be better anticipated through proper airport assessment Efficiency, communicability, one-stop-shop. Working independently = duplicating efforts in distributing goods. Improved cross- entity cooperation facilitates flawless distribution systems Joint interactive platforms: GO, NGO, MILITARY, UN.working more closely together, not only at hub points, but also at the receiving end, ensures that sufficient material and resources are available for the last mile distribution. Every disaster is unique and tactics need to be further refined on the ground. Every deployment is a lesson learned 10 Hand out 5

7 The Private Sector: logistics companies can serve as crucial partners in crisis situations Global expertise and know-how International networks and global local representative offices Such expertise of private service providers can be carried over to the humanitarian sector. RECOMMENDATIONS: Analyse which logistics activities of aid organisations can be outsourced to commercial organisations. What contractual forms and /or prices if not pro bono are beneficial to all concerned parties. GoHelp WORK TOWARDS REMOVING BARRIERS Humanitarian aid is a large market for the private sector, and skepticism may exist on both sides: e.g. Lack of confidence Lack of measurement of performance process Lack of information exchange. Smaller NPO may be afraid of becoming dependent on a corporate partner. Ensuring the safety of staff members for private enterprises. It takes time and resources to establish successful cooperation. GoHelp Hand out 6

8 PROFESSIONALISING THE PUBLIC PRIVATE PARTNERSHIP Corporate enterprises think more specifically what would be meaningful in their CSR programmes, and how cooperation could be useful in the long term: Economic considerations: potential to enter new markets Indirect marketing exposure: gaining a good reputation externally, and internally by increasing the motivation of staff members. A WIN WIN : both aid organisations as well as logistics professionals can benefit greatly: the latter can learn a great deal from NGOs about working with limited resources under the pressure of time and about local markets. It is important to formulate the terms of a partnership in detail, and clearly describe the scope, deadlines, and regional demarcations of charitable services. GoHelp IN SUMMARY Leading logistics companies have a wealth of experience and knowledge, and are globe covering. Sound partnerships can effectively improve efficiencies across the delivery chain. Quality of humanitarian response depends on preparedness on key levels: Knowledge at origin conveyance chain resources at destination. Intelligent channeling: prioritise what is needed versus what is available: impact on costs, savings of which can be invested in upgrading. Transparency and coordination between providers across key levels. And also. What happens after.??? 14 Hand out 7

9 THANK YOU 15 Corporate Responsibility Deutsche Post DHL GoHelp 2015 Factsheet Kathmandu Airport GoHelp Hand out 8