A few initial trends and new approaches can be identified. Senior managers consistently acknowledge that disasters have impacted their operations, and will continue to do so, with dire consequences in the future. They also recognise that indirect losses, through supply chain interruptions, can be as severe if not worse than direct losses. However, shared risks and costs represented by the wider and macroeconomic impacts of disasters are not yet fully considered.

Few global corporations collaborate actively with national and local governments across the countries in which they operate. But there is also concern among business managers that an in-depth engagement with governments may delay processes and obstruct effective business operations. There is, however, ad hoc collaboration and information sharing among industry peers.

Disaster risk management focus in most corporations remains centred on business continuity planning. Most businesses are engaging in some form of disaster risk assessment and management for their supply chains, and are increasingly moving towards the setting of risk management standards, which suppliers have to comply with.

Some corporations rely on the insurance industry for risk information and assessments, and most have only limited access to disaster risk models and information. This limits their disaster risk awareness or capacity to factor this information into investment decisions.

To date, disaster risk management usually falls under the responsibility of dedicated supply chain management functions rather than as an integral part of business development and investment planning. However, a shift is taking place where companies are moving strategic consideration of disaster risk to the level of senior management and advisory boards.