This paper discusses how building and sustaining a resilient business is a commercial imperative, based on the case of the United Kingdom. The author argues that successful businesses are those where the board has adopted a different mindset to regulation and control regarding resilience and, in doing so, created significant value and opportunity for their organisation.
The paper further explains how regulation makes the private sector more self-reliant which can help the company and the surrounding local workforce be more resilient when disaster strikes. This attitude and good practice could be capitalised on by communities so that victims become partners who they can support rather than save.
This document is an input paper of the 2015 Global Assessment Report on Disaster Risk Reduction.