Describe various measures taken in India for Disaster Risk Reduction (DRR) before and after signing ‘Sendai Framework for DRR (2015-2030)’. How is this framework different from ‘Hyogo Framework for Action, 2005’? (250 words)
Disaster Risk Reduction (DRR) is a crucial aspect of India’s disaster management framework. In 2015, India signed the Sendai Framework for Disaster Risk Reduction, which outlines a comprehensive approach to reduce disaster risk.
Measures Taken for Disaster Risk Reduction: The following measures have been taken in India for Disaster Risk Reduction:
Before the Sendai Framework:
- National Disaster Management Authority (NDMA) – The NDMA was established in 2005 to ensure a proactive and integrated approach to disaster management.
- Disaster Management Plans – The NDMA has prepared National Disaster Management Plans, State Disaster Management Plans, and District Disaster Management Plans to ensure a coordinated and effective response to disasters.
- Early Warning Systems – India has implemented various early warning systems for floods, cyclones, and earthquakes to reduce the impact of disasters.
After the Sendai Framework:
- Mainstreaming Disaster Risk Reduction – India has mainstreamed disaster risk reduction into development policies and programs to ensure that development activities are risk-informed.
- Capacity Building – India has focused on capacity building of communities, local authorities, and government officials to improve their resilience to disasters.
- Risk Assessment – India has conducted risk assessments to identify the most vulnerable areas and communities and develop targeted interventions to reduce risk.
Sendai Framework for Disaster Risk Reduction (2015-2030) vs. Hyogo Framework for Action (2005-2015): The Sendai Framework for Disaster Risk Reduction (2015-2030) is different from the Hyogo Framework for Action (2005-2015) in the following ways:
- Focus on prevention and preparedness – The Sendai Framework focuses on prevention and preparedness, while the Hyogo Framework focused on disaster response and recovery.
- Inclusion of new hazards – The Sendai Framework includes new hazards, such as biological and technological hazards, in addition to natural hazards.
- Emphasis on multi-stakeholder approach – The Sendai Framework emphasizes a multi-stakeholder approach to disaster risk reduction, involving governments, civil society, private sector, and academia, while the Hyogo Framework focused mainly on government-led actions.
In conclusion, India has taken several measures for disaster risk reduction, both before and after signing the Sendai Framework. The Sendai Framework is a comprehensive approach to reduce disaster risk, with a focus on prevention and preparedness, inclusion of new hazards, and a multi-stakeholder approach. The framework is different from the Hyogo Framework for Action in its approach and focus. India needs to continue to implement the Sendai Framework and take targeted measures to reduce disaster risk and build resilience in communities.
![Prabhat was working as Vice President (Marketing) at Sterling Electric Ltd., a reputed multinational company. But presently the company was passing through the difficult times as the sales were continuously showing downward trend in the last two quarters. His division, which hitherto had been a major revenue contributor to the company’s financial health, was now desperately trying to procure some big government order for them. But their best efforts did not yield any positive success or breakthrough. His was a professional company and his local bosses were under pressure from their London-based HO to show some positive results. In the last performance review meeting taken by the Executive Director (India Head), he was reprimanded for his poor performance. He assured them that his division is working on a special contract from the Ministry of Defence for a secret installation near Gwalior and tender is being submitted shortly. He was under extreme pressure and he was deeply perturbed. What aggravated the situation further was a warning from the top that if the deal is not clinched in favour of the company, his division might have to be closed and he may have to quit his lucrative job. There was another dimension which was causing him deep mental torture and agony. This pertained to his personal precarious financial health. He was a single earner in the family with two school-college going children and his old ailing mother. The heavy expenditure on education and medical was causing a big strain to his monthly pay packet. Regular EMI for housing loan taken from bank unavoidable and any default would render him liable for severe legal action. In the above backdrop, he was hoping for some miracle to happen. There was sudden turn of events. His Secretary informed that a gentleman Subhas Verma wanted to see him as he was interested in the position of Manager which was to be filled by him in the company. He further brought to his notice that his CV has been received through the office of the Minister of Defence. During interview of the candidate-Subhash Verma, he found him technically sound, resourceful and experienced marketeer. He seemed to be well-conversant with tendering procedures and having knack of follow-up and liaising in this regard Prabhat felt that he was better choice than the rest of the candidates who were recently interviewed by him in the last few days. Subhash Verma also indicated that he was in possession of the copies of the bid documents that the Unique Electronics Ltd. would be submitting the next day to the Defence Ministry for their tender. He offered to hand over those documents subject to his employment in the company on suitable terms and conditions. He made it clear that in the process, the Sterling Electric Ltd. could outbid their rival company and get the bid and hefty Defence Ministry order. He indicated that it will be win-win situation for both-him and the company. Prabhat was absolutely stunned. It was a mixed feeling of shock and thrill. He was uncomfortable and perspiring. If accepted, all his problems would vanish instantly and he may be rewarded for securing the much awaited tender and thereby boosting company’s sales and financial health. He was in a fix as to the future course of action. He was wonder-struck at the guts of Subhash Verma in having surreptitiously removing his own company papers and offering to the rival company for a job. Being an experienced person, he was examining the pros and cons of the proposal/situation and he asked him to come the next day. (a) Discuss the ethical issues involved in the case. (b) Critically examine the options available to Prabhat in the above situation. (c) Which of the above would be the most appropriate for Prabhat and why? [2022]](https://www.iasexpress.net/wp-content/plugins/pt-content-views-pro/public/assets/images/lazy_image.png)
