北海道の中小企業がデザインするBCP策定プロセス : すべての社員の安全を守るBCPを策定するアプローチ

日本災害復興学会

日本災害復興学会大会

Ebetsu City in Hokkaido is predicted to experience triple earthquakes, including an epicentral earthquake. In addition, the city has historically faced flooding due to its geographical location in the Ishikari River Basin. It is also at risk of disasters such as windstorms and landslides caused by torrential rains during the peak typhoon season. In response to these disaster risks, small and medium-sized enterprises (SMEs) that support local industries must be prepared with Business Continuity Plans（BCPs） to strengthen their ability to respond to emergencies and have methodologies to recover after a disaster. The Disaster Management Policy Research Unit of the Hokkaido University School of Public Policy and Hokusyo Corporation is working on designing the BCP development process for SMEs in Hokkaido. Hokusyo is an SMEs with about 30 employees in Ebetsu City, whose core businesses are automobile parts distribution, automobile maintenance, and recycling/rebuilding. The BCP planning team in Hokusyo was formed in 2021 and started to design a BCP by adopting the BCP planning guidelines of the Small and Medium Business Administration (SMEA). This study provides a case study of Hokusyo, an SME that has developed a BCP by overcoming structural challenges during the BCP formulation process. We envision an approach in which SMEs are equipped with a BCP to strengthen their management foundations after disaster recovery. To achieve this objective, we identify the characteristics of Hokusho's BCP formulation process, contrast its attributes with the “ISO Crisis Risk Management Guideline 31000: 2018 Framework”, extract common elements with the ISO 31000 philosophy and methodology, and discuss the approach to ensure that SMEs are prepared with a BCP and strengthen their management foundations. It was confirmed that Hokusyo's BCP formulation process encompassed the initiatives indicated in the Crisis Risk Management Frame requirements. Therefore, by flexibly incorporating ISO 31000 elements into these efforts when updating the BCP in the future, it is possible to develop a management strategy that shifts from a "recovery process" to a "core business value creation process" in the event of a disaster. This case study suggests the possibility for SMEs to develop their own BCP formulation process, depending on innovations in the BCP updating and operating process.