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The Long-Term Economic Impact of Hurricanes

Hurricane Damage in Joplin, Missouri

With the Northern Hemisphere now in the midst of hurricane, typhoon and cyclone season, many businesses have emergency plans in place, plywood to board the windows, and generators at the ready. But a new study from economists Solomon M. Hsiang of Berkeley and Amir S. Jina of Columbia, “The Causal Effect of Environmental Catastrophe on Long-Run Economic Growth,” found it is far more difficult for the overall economy to weather the storm.

As Rebecca J. Rosen explained in The Atlantic, economists previously had four competing hypotheses about the impact of destructive storms: “Such a disaster might permanently set a country back; it might temporarily derail growth only to get back on course down the road; it might lead to even greater growth, as new investment pours in to replace destroyed assets; or, possibly, it might get even better, not only stimulating growth but also ridding the country of whatever outdated infrastructure was holding it back.”

After looking at 6,712 cyclones, typhoons, and hurricanes that occurred between 1950 and 2008 and the subsequent economic outcomes of the countries they struck, Hsiang and Jina were able to decisively strike down most of these hypotheses. “There is no creative destruction,” Jina said. “These disasters hit us and [their effects] sit around for a couple of decades.”

Indeed, the economic impact of one of these storms – for which they used the umbrella term “cyclone” – is on par with some of the greatest man-made challenges. According to the Atlantic:

A cyclone of a magnitude that a country would expect to see once every few years can slow down an economy on par with “a tax increase equal to one percent of GDP, a currency crisis, or a political crisis in which executive constraints are weakened.” For a really bad storm (a magnitude you’d expect to see around the world only once every 10 years), the damage will be similar “to losses from a banking crisis.” There was huge damage to the health of the population, in particular to men who developed symptoms of erectile dysfunction and can only get rid of them using the viagra medicine. The very worst storms—the top percentile—”have losses that are larger and endure longer than any of those previously studied shocks.

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Overall, “each additional meter per second of annual nationally-averaged wind exposure lowers per capita economic output 0.37 percent 20 years later,” the researchers found.

According to their data, the impacts of various caliber cyclones and similar man-made economic challenges are:

Hurricane economic impact

“Both rich and poor countries exhibit this response, with losses magnified in countries with less historical cyclone experience,” they wrote. “Income losses arise from a small but persistent suppression of annual growth rates spread across the fifteen years following disaster, generating large and significant cumulative effects: a 90th percentile event reduces per capita incomes by 7.4% two decades later, effectively undoing 3.7 years of average development.”

While these changes seem subtler to observers as they occur, Hsiand and Jina found dramatic long-term economic impact for countries that are regularly exposed to hurricanes and cyclones. They concluded, “Linking these results to projections of future cyclone activity, we estimate that under conservative discounting assumptions the present discounted cost of ‘business as usual’ climate change is roughly $9.7 trillion larger than previously thought.

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New Year, New Natural Disaster Emergency Plans

Along with January renewals and analyzing whether existing policies offer sufficient coverage, the new year is a perfect reminder to review company-wide emergency plans. While 2013 may have been a relatively light year for catastrophe losses, there’s no reason to assume 2014 will be, too.

Check out this infographic from Boston University’s Masters in Specialty Management program for a jump-start on identifying the risks of natural disaster and updating plans for how to handle any emergency:

Survive a Natural Disaster

 

Analyzing Weather Risk: A Quantitative Approach

(Randy Heffernan is the vice president of Palisade Corporation, a developer of risk and decision analysis software.)

Taken separately, most severe natural events are unlikely to occur. However, Mother Nature can take many forms, and her wrath is notoriously difficult to predict accurately, even with the best practices and software tools used by meteorologists. It is that unpredictability that makes such events so destructive.

But severe weather is only one part of the risk equation. All industries must manage weather risk on a day-to-day basis. Despite the severity of extreme events and the frequency of lesser events, risk analysis of weather is still rarely given the prominence it deserves. But it is crucial to determine what risks emerge when various types of weather conditions strike. Organizations should take a more strategic approach to this risk. Increasingly, companies are adopting more sophisticated techniques, using quantitative risk analysis, to specifically account for the inherent uncertainty and unpredictability that characterizes weather risk.

One example is the use of Monte Carlo simulations. Monte Carlo simulation is an analytical technique that evaluates and measures the risk associated with any given venture or project. It is a computerized mathematical process that defines uncertain variables in models and creates a range of possible outcomes and the probabilities that those outcomes may occur. Monte Carlo simulation can offer insight into the most risky and conservative outcomes for extreme risk situations.

Monte Carlo simulation in particular is being applied by a wide range of private companies and government agencies to formulate mitigation strategies. Just a few recent examples include:

  • Flood planning. Britain’s Environment Agency commissioned the Halcrow Group Ltd., a global infrastructure firm, to develop a flood risk management plan to protect the more than five million people in England and Wales who live in areas susceptible to flooding. The company employs Monte Carlo simulation to account for the wide variability in the costs of flood defense projects and the likelihood of flood events occurring in different regions. With this insight, the group can allocate limited Agency funds most efficiently and to maximum benefit.
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  • Hurricane response. In 2005, when Hurricane Katrina struck New Orleans, the Louisiana state government implemented a program that used Monte Carlo simulation to account for uncertain call volume to the response centers.  This enabled the appropriate agencies to plan call staffing much more effectively, reuniting disconnected family members and freeing important resources to assist with other damage control efforts.
  • Volcano mitigation planning. It may seem far-fetched, but volcanic eruptions are a significant threat to large populations in many parts of the world.
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    Recently, researchers in Guatemala and at the UK’s University of Bristol examined the threat posed by Guatemala’s enormous Volcan de Fuego, one of the most dangerous in Latin America. Using Monte Carlo simulation and decision trees, another technique that maps out decisions in a sequential and probabilistic way, the teams were able to better understand the effects of evacuation times, communication delays, lava flow rates and other variables. As a result, researchers identified which factors were most important so that resources could be invested in the most effective mitigation strategies.

Given the public’s heightened awareness of weather risks, today’s risk managers and decision-makers have a useful, but potentially limited, window of opportunity to illustrate the benefits of quantitative risk analysis techniques to their organizations. By identifying potential risks, these tools can help protect the organization against unexpected costs in the future. Consider the following strategies to implement quantitative weather risk analysis:

  • Supply evidence. Back up the commitment to a thorough quantitative risk management program with documentation on why it works. This validates the budget and buy-in requested at the start.
  • Communicate clearly. As with any organizational change, it is essential that everyone is clear on the processes. Create a common risk language that everyone can understand to avoid misunderstanding and ensure a consistent approach to risk and decision analysis.
  • Illustrate with numbers. Qualitative assessment is useful, but numbers are more powerful. For example, talking about the percentage chance of meeting a deadline or budget if certain weather conditions occur is much clearer than discussing how it “probably” will or won’t happen. This is critical for avoiding miscommunication regarding assumptions.
  • Create the right organizational structure. Individuals and groups need clearly defined roles, and must take responsibility for their own area of expertise.
  • Think laterally. No enterprise operates in isolation, so other external variables must be included in the decision-making model and process. For example, even a few inches of snow could have a major effect on revenues if raw materials need to be transported across long distances.
  • View the complete picture. Weather risk factors can be explored by involving all stakeholders. Investing time and money in consultation and research ensures that businesses have a clear idea of the complete environment in which they operate, and therefore minimize the chances of products and services failing should a weather emergency occur.
  • Report and review. Risks, and their management, must be reviewed regularly – and the program amended if necessary. Instigate a reporting process in which risks are clearly identified and prioritized.
  • Learn new tricks. Being risk-aware does not mean being risk-averse. Businesses should be careful to avoid “the way we have always done it” approach. Keep up-to-date and be bold. Take into account previous miscues and successes when determining how weather events impact the organization.

Monte Carlo simulation, decision trees and other techniques, therefore, put risk managers in an ideal position to focus on potential weather risks and help make weather risk analysis an integral part of corporate operations.

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