phd in disaster management in japan

Water-related disasters are intensifying in frequency and magnitude due to such worldwide phenomena as urbanization, industrialization, and climate change. These disasters cause devastating loss of human life and livelihood, and seriously impede economic development.

It is increasingly evident that capacity development and human empowerment are the necessary foundation to ensure that societies are resilient against disasters and capable of sustainable development. In order to enhance that foundation, it is urgent that countries increase their capacity to train researchers, educators and strategy/policy specialists in risk management.

In the interest of supporting countries in such capacity building, the National Graduate Institute for Policy Studies (GRIPS) and the International Centre for Water Hazard and Risk Management (ICHARM) of the Public Works Research Institute (PWRI) jointly launched a Ph.D. program in October 2010. The broad aim of the program is to nurture professionals who can train researchers and take leadership in planning and implementation of national and international strategy and water-related risk management policy.

The program examines and selects candidates who;

• have motivation and capabilities for doctoral level work, and
• are willing to take the lead for implementing water-related risk management learned at ICHARM after completion of this program.

Technical officials, engineers, and researchers in the fields of water-related disasters and disaster risk management policy in developing countries. After completing the program, graduates are expected to hold leadership positions in water-related disaster management.

To be eligible for admission to the program, an applicant must;

•  have already acquired a Master's degree,
•  have research or practical experiences more than one year in the field of water-related risk management in organizations including universities, or have written Master's thesis related to water-related risk management,
•  satisfy the English language requirements with a minimum TOEFL score of internet-Based Test (iBT) 79, IELTS 6.0 or its equivalent, and
•  be in good health.

General Information

The courses offered are taught entirely in English.

ICHARM can provide enrolled students with the following financial supports. For more details, please contact ICHARM.

Scholarship under the JICA AUN/SEED-Net

Interest-free loan.

You can see some information at the following websites.

ICHARM Current Students

International Centre for Water Hazard and Risk Management (ICHARM)

Tel : +81- (0) 29-879-6809 Fax: +81- (0) 29-879-6709

E-mail: -->training.icharm(a)pwri.go.jp -->

How to Apply

To conduct your research with DPRI, there are two ways to apply. One is to apply to Kyoto University Graduate Schools to become a master's or doctoral (degree seeking) student and then be assigned to one of the DPRI laboratories. The other is to apply to DPRI to become a research student (kenkyusei) or short-term international student (both non-degree seeking status). Please click [ here ] if you have any questions about Kyoto university admission.

Apply to Kyoto University Graduate Schools

DPRI hosts graduate students enrolled in the Graduate School of Science, Graduate School of Engineering and Graduate School of Informatics. Although, those who wish to enroll as master’s or doctoral student must pass the entrance examination of the relevant graduate department, we strongly recommend to consult with a DPRI faculty about your research in a laboratory of your choice.

For details of each laboratory in DPRI, please visit the websites linked from the left side of the chart below, DPRI Laboratories, and for the admission information of the Graduate Schools, visit the links on the right side of the chart below, Kyoto University Graduate Schools Admission Information.

Apply to DPRI to be Research Student/Short-term International Student

Those who wish to conduct research with DPRI may apply for the status of research student or short-term international student. To qualify for this status, applicants must contact and obtain approval from a prospective advisor, who may be selected by searching the Activity. Applicants must then submit an admission form and other required documents to the University. Detail is [ here ]

• DPRI Faculties
• Research Organization in DPRI
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• Admissions Guide for International Applicants

Admission Information of Kyoto University Admission

• Resources for prospective international students(Admissions Guide for International Applicants and Study Abroad / Education Fairs)
• Study at KyotoU
• Public relations
• Faculties and Graduate Schools
• Handbook for International Students
• Handbook for International Reserchers

More information about Kyoto University

• Kyoto University Introductory Brochure
• Printed materials(Kyoto University Research Activities)
• Awards and honors at Kyoto University
• International Student Advising Room
• University facilities

• Admission Policy
• Organization
• Annual Report
• Sansai Gakurin
• GES Library
• Celebrating GSGES’ 20th Anniversary
• Academic Calendar
• Internship Study
• Student Life
• Voices from Students
• Voices from Graduate Students
• Faculty Members and Departments
• SANSAI Newsletter
• Hannari Kyoto Shimadai-juku
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• “MORI Project”
• List of Education/Research Projects
• Entrance Examinations
• Schedule and Guide
• Guidance Materials
• FAQ on entrance examinations
• Past Results
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Doctoral Program in Environmental Management

This program aims to train professionals capable of functioning in an international setting by equipping them with the comprehensive knowledge and skills needed for resolving conflicts and managing global environmental issues. Internship study (domestic or overseas) and the preparation of a doctoral thesis help students develop the skills required for environment-related work after graduation. Graduates of the doctoral program are expected to find employment in national or local government, international organizations, environmentrelated departments of industries, environment-related industries, environmental NGOs, universities, or government/private-sector research organizations with an environmental focus, among others.

Curriculum structure

In order to cultivate outstanding environmental management practitioners and researchers, course guidance is provided, as needed, on subjects offered under the Master’s Program in Environmental Management, focusing primarily on lectures and seminars. The student also completes an internship program lasting approximately six months, and then submits a doctoral thesis.

An academic supervisor and sub-supervisor are assigned to each student upon entry into the university, and the student receives interdisciplinary and practical guidance.

Internship study

An internship is a compulsory part of the curriculum of the Doctoral Program in Environmental Management. Individual education based on practical experience outside the classroom enables students to acquire competence in addressing global environmental issues.

The Graduate School of Global Environmental Studies has arrangements with a wide range of international institutions and environmental research organizations that currently serve as hosts for internship training. Previously, students have undertaken internships with governmental research institutes, private research organizations, foreign universities, and international organizations such as the United Nations and international NGOs. Doctoral students must spend at least five months training and cultivating practical skills at their internship sites. After returning to the Graduate School, students prepare their doctoral theses utilizing the fruits of their experiences outside the classroom.

Progress towards the degree

First year: Academic supervisor selected; research plan drafted, reviewed and presented; preliminary thesis report written; preparation of an internship plan, and enrollment in exercises and seminars.

Second year: Internship

Third year: Second thesis report written; enrollment in exercises and seminars; submission, review, and defense of doctoral thesis.

“Doctor of Global Environmental Studies” awarded.

The standard time to complete the program is three years; however exceptional students may be able to complete the degree in less time.

Completion Requirements

•  Complete 3 years or more of full-time study for the doctoral program
• Acquire 14 credits or more in major courses
• Pass the examination and review of the doctoral dissertation conducted by GSGES

Students who have achieved remarkable research accomplishments may be eligible for a shortening of the period above in accordance with the provisions stipulated separately.

Required Credits for Completion: Successful completion of the Internship (10 credits) and Exercises in Environmental Management Ia, Ib, IIa, IIb (each worth 1 credit) is required.

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Master’s and Doctoral Degrees in Disaster Preparedness, Mitigation and Management

Pathumthani

Description

The Asian Institute of Technology (AIT) is an international English-speaking postgraduate institution, focusing on engineering, environment, and management studies. AIT’s rigorous academic, research, and experiential outreach programs prepare graduates for professional success and leadership roles in Asia and beyond.

Disaster Preparedness, Mitigation and Management (DPMM) at Asian Institute of Technology (AIT) was started in August 2008 with a focus on innovation. AIT being located at the center of this region provides a strategic insight into what happens in the world of disasters and development.

The main objective of this interdisciplinary academic program is to train and create professionals for serving their respective countries, regional, national and international organizations, universities and research institutions particularly in disaster management or related organizations engaged in disaster risk reduction. DPMM graduates will find a career path/growth in the area of disaster and development.

Preferred Background of Students

Master’s degree (48 credits) 4 semesters / 22 months.

The target groups of Master’s Degree Program are those who are looking for a career in disaster preparedness, mitigation and management, along with the faculty and staff of universities and research institutions. After completing the Master’s Program, students have the advantage of doing further studies in doctoral program in DPMM.

The minimum entry requirement for this degree is a Bachelor’s Degree from a recognized university. Total credit requirement of this course is 48 credits which include 24 credits of course work and 24 credits of thesis research. It is 22 months’ academic program distributed in 4 semesters.

One-Year Master Curriculum Structure (30 credits)

One-Year Master requires a total of 30 credits coursework that may include 6 credits of special studies.

Professional Master's Degree (30 credits) 2 Semesters + Inter-semester / 12 Month

Those who are currently working in professional organisations, and would like to expand their knowledge base to meet the present and future performance challenges are the target group of this degree. The entry requirement is a Bachelor’s degree plus 3 years of work experience. Professional Master requires a total of 30 credits that comprise a minimum of 24 credits of coursework and 6 credits of project work. This is 12 months’ academic program distributed in 2 semesters and an internship.

Doctoral Degree (84 credits) 7 semesters / 42 months

Post Graduate Student, Faculty and staff of universities, researchers, senior staff of government and international agencies, and NGOs/INGOs are the appropriate candidates for this program. They can have better career opportunities after the completion of this degree. Students must possess a master’s degree with 3.25/4 CGPA for the enrolment. Total credit requirement for the doctoral program is 84 which includes 12 credits of coursework and doctoral dissertation 72 credits.

Post-Graduate Certificate (3- 12 Credits) 1 Semester / 5 Months

This program is designed for those with interest in disaster related professional activities. Students can transfer the credits to professional masters or regular master degree program in DPMM as well as to programs in appropriate fields of study. Bachelor’s degree is the minimum requirement of the course. The Post-graduate Certificate may vary from 3 -12 credits. # Internships Internships are a must for our Professional Master’s Students. We also encourage all our students to do internships so that they can have exposure to disaster related issues in the practical level.

Flexible Master’s Option

The “Flexible Master’s Option” is a new alternative to our traditional “On-campus Master Option” to conduct Master studies at AIT. Students will receive the same degree and the same academic requirements apply as the program offered in our regular “On-campus Option”. Students are allowed to do almost all coursework online via AIT’s Hybrid Mode of Instruction (Certain programs may require a lab on campus). Alternative to the online option, If the student wishes, he/she can also attend the physical classes at AIT campus. https://set.ait.ac.th/ait-flexible-master-option/

Flexible PhD Option

The “Flexible PhD Option” is a new alternative to our traditional “On-campus PhD Option” to conduct PhD studies at AIT. It is applicable to selected programs at 3 Schools. Students will receive the same degree and the same academic requirements apply as the program offered in our regular “On-campus Option”. Students can do almost all coursework online via AIT’s Hybrid Mode of Instruction (Certain programs may require a lab and research work on campus). https://www.ait.ac.th/programs/new-flexible-phd-option/

Deadline for application

The AIT academic year consists of two semesters: January and August. The deadlines of applications for admissions and financial aid (Scholarships) are as follows:

Target audience

The program is designed for professionals:

Looking for a career in disaster preparedness, mitigation and management

Currently working in disaster related institutions

Administrators, managers and policy makers of local and national governments

NGO and donor agency workers

Employees of disaster related units/divisions of international organizations and foundations

Academic faculty and staff in Asian universities

• Educators and researchers in disaster related areas

Admission requirement

Applicants with engineering, architecture, natural and social sciences, and management backgrounds are eligible to apply for this program. Those with backgrounds in relevant fields of study or work experiences will be given priority for selection.

Please note that admission to AIT requires proof of English language proficiency such as certificate of English as medium of instruction or test scores of TOEFL, TOEIC, CU-TEP, etc. Proof of English may be submitted within a month after the application deadline. For more information about Admission Eligibility, click here https://www.ait.ac.th/admissions/eligibility/

Application procedure

Applying to a graduate study at AIT is only a 3-step process.

1. Check Eligibility: Check if you are eligible to apply to the degree programs being offered by AIT here

2. Explore Scholarships: Explore if you are interested in applying for financial aid clicking here

3. APPLY: Apply using the  online system .

Scholarship

Royal Thai Government Scholarships (RTG), Doctoral and Master’s level non-binding scholarships for Thai applicants and other Asian countries. The scholarships provide an opportunity for students of diverse backgrounds from all countries in Asia to study and conduct research work together in the truly International environment at AIT and to build a good foundation for International understanding among people of Asia. For more information about RTG, click here . 

Asian Development Bank-Japan Scholarship Program (ADB-JSP), ADB-JSP scholarships are awarded at designated institutions (DIs) in the Asia and Pacific region for studies in economics, business and management, science and technology and other development-related fields. For more information about ADB-JSP, click here https://www.ait.ac.th/admissions/scholarships/asian-development-bank-japan-scholarship-program/

AIT Scholarships / Fellowships, AIT scholarships are awarded to selected applicants depending on their qualifications and merit, and is very competitive. They cover a part (or full) of the credit fees (tuition) only.  Applicants should find other sources to pay for registration fees, accommodation fees or living expenses.

• RTG Fellowships for Master's and Doctoral Programs

• AIT Scholarships for Master's and Doctoral Programs

Tuition and cost

Click here to know more about the tuition and fee structure (In Thai Baht).

For further information, please contact: Disaster Preparedness, Mitigation and Management (DPMM) Asian Institute of Technology (AIT) P.O. Box 4, Klong Luang, Pathumthani 12120 Bangkok, THAILAND

DPMM Office: Room No. E236, SERD Building, Second Floor Tel: (+66) (2) 524-6430 E-mail: [email protected]; [email protected]; [email protected] AIT website: http://www.ait.ac.th/ DPMM website: http://dpmm.ait.ac.th/wp/ Facebook: http://www.facebook.com/DPMM.AIT?ref=tn_tnmn & http://www.facebook.com/pages/httpdpmmaitacth/358685499750 Linkedin: Find us in DPMM, AIT

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Depopulation, Deindustrialisation and Disasters pp 253–273 Cite as

Formation and Development of “Disaster Resilience Theory” in Japan

• Ryoga Ishihara 2  
• First Online: 15 June 2019

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Japan has suffered enormous damage from large-scale disasters. Japan’s disaster management policies have been evolving every time the country has suffered damage from these catastrophes. This chapter overviews the characteristics of the damage incurred by two earthquake disasters, the Great Hanshin-Awaji Earthquake and the Great East Japan Earthquake, which led to a significant shift in disaster management measures in Japan. Furthermore, this chapter examines the advantages and disadvantages of measures taken against the “Nankai Trough Megaquake”, which is predicted to occur in the near future. Based on these examinations, this chapter discusses the significance and goals of the disaster resilience theory. This chapter argues that the goals to be pursued in disaster resilience theory can be set as follows: minimising damage from crisis, realising rapid recovery and building sustainable and equitable cities. Initiatives need to be promoted from the aspects of both software and hardware.

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Chuo Bosai Kaigi ( 2013 ).

Sun et al. ( 2014 ).

Kim and Maki ( 2016 ).

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MCEER ( 2016 ).

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Shiraishi et al. ( 2017 ).

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Ishihara, R. (2019). Formation and Development of “Disaster Resilience Theory” in Japan. In: Shiraishi, K., Matoba, N. (eds) Depopulation, Deindustrialisation and Disasters. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-14475-3_13

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Risk and Disaster Reduction MPhil/PhD

London, Bloomsbury

Reducing the impact of disasters globally and humanitarian crises presents a huge challenge that requires co-ordinated and collaborative action. This programme is designed for PhD students who wish to improve humanity's understanding of risk and to overcome the scientific, engineering, technical, social, health and political barriers to increasing resilience to disasters.

UK tuition fees (2024/25)

Overseas tuition fees (2024/25), programme starts, applications accepted.

• Entry requirements

Normally, a minimum of an upper second-class UK Bachelor's degree in a relevant discipline or an overseas qualification of an equivalent standard.

The English language level for this programme is: Level 1

UCL Pre-Master's and Pre-sessional English courses are for international students who are aiming to study for a postgraduate degree at UCL. The courses will develop your academic English and academic skills required to succeed at postgraduate level.

Further information can be found on our English language requirements page.

Equivalent qualifications

Country-specific information, including details of when UCL representatives are visiting your part of the world, can be obtained from the International Students website .

International applicants can find out the equivalent qualification for their country by selecting from the list below. Please note that the equivalency will correspond to the broad UK degree classification stated on this page (e.g. upper second-class). Where a specific overall percentage is required in the UK qualification, the international equivalency will be higher than that stated below. Please contact Graduate Admissions should you require further advice.

About this degree

Students learn how to conduct original, cross-disciplinary and international scientific research with significant, positive societal impact within an intellectually and globally diverse student body. There is a focus on multi-disciplinary research methods – in the laboratory, on site, talking to people, analysing documents, conceptual analysis, and others depending on the nature of the research – and employing theoretical, statistical, modelling, social survey and desk-based techniques. Students' skills in research, teaching, public engagement, communications, consultancy, and knowledge exchange are emphasised.

Who this course is for

The programme aims to train the next generation of innovative, creative and objectively critical researchers, thinkers, practitioners and decision-makers in risk and disaster resilience. Students earning their PhD from IRDR find jobs across sectors, including academia, government, the private sector, and the non-profit sector.

What this course will give you

In addition to world-class research facilities and information resources, PhD students will gain skills essential to employment, such as teaching, proposal writing, media and public engagement, organising events, and oral and written communications. IRDR holds an annual PhD Student Forum, Spring Academy, and conferences. The PhD offers research training alongside learning opportunities in all these other areas.

The foundation of your career

IRDR PhD graduates have gained employment in a wide variety of positions in London and around the world both within and outside of academia. The institute's extensive links and established credibility with the private sector, the non-profit sector, government, international organisations and academia provides graduates with a high-level network for winning positions, along with the skills and qualifications to apply for advertised posts and fellowships.

Employability

An IRDR PhD provides excellent networks and training for careers in research, research communication, public policy, (re)insurance, catastrophe modelling, risk management, international development, humanitarian assistance, engineering and many other fields. The IRDR provides dedicated careers support for students, including networking events often attended by recruiters  from the financial sector to the public sector to disaster prevention and response organisations.

Teaching and learning

This MPhil/PhD programme, based in UCL's Institute for Risk and Disaster Reduction (IRDR), offers a unique opportunity to focus on a research topic of interest while learning from other disciplines across the social sciences, physical sciences, engineering, health and medicine, law, arts and humanities.

Leading international researchers in all aspects of risk and disaster are part of IRDR, and there are many opportunities to collaborate with internationally renowned scientists around UCL, elsewhere in the world, and in industry, government and non-profit organisations with whom we have close links. Further details of our research areas and academic expertise can be found at www.ucl.ac.uk/risk-disaster-reduction

In addition to regular supervision, each student must submit the full dissertation and complete an oral exam (Viva’ or ‘defence’). More details can be found on the department website, or by emailing the PhD administrator. 

PhDs are mainly self-directed study, with contact hours and supervisions to be agreed between each student and their supervisory team.

We ask students to participate in the intellectual community within the department, and that they also communicate their research ideas and results to a wide audience. Therefore, in addition to their research, there are a number of events and activities throughout the year in which students are expected to participate, such as the annual Spring Academy and PhD Forum.

Research areas and structure

This MPhil/PhD programme, based in UCL's Institute for Risk and Disaster Reduction (IRDR), offers a unique opportunity to focus on a research topic of interest while learning from other disciplines across the social sciences, physical sciences, engineering, health and medicine, arts and humanities. Leading international researchers in all aspects of risk and disaster are part of IRDR, and there are many opportunities to collaborate with internationally renowned scientists around UCL, in industry, government and non-profit organisations with whom we have close links. Further details of our research areas and academic expertise can be found at www.ucl.ac.uk/rdr

Research environment

UCL IRDR aims to build a thriving environment for research and research impact. Participation in research in the IRDR requires that students participate in the wider intellectual community, and that they also communicate their research ideas and results to a wide audience.

Students can expect to have excellent supervision in a stimulating intellectual environment, as well as dedicated skills training and career development support.

Students may study full time over three years and can be on-site or non-resident.

Students may also study part time over five years, either on-site or non-resident.

Accessibility

Details of the accessibility of UCL buildings can be obtained from AccessAble accessable.co.uk . Further information can also be obtained from the UCL Student Support and Wellbeing team .

Fees and funding

Fees for this course.

The tuition fees shown are for the year indicated above. Fees for subsequent years may increase or otherwise vary. Where the programme is offered on a flexible/modular basis, fees are charged pro-rata to the appropriate full-time Master's fee taken in an academic session. Further information on fee status, fee increases and the fee schedule can be viewed on the UCL Students website: ucl.ac.uk/students/fees .

Additional costs

T here are no programme-specific costs.

For more information on additional costs for prospective students please go to our estimated cost of essential expenditure at Accommodation and living costs .

Funding your studies

For a comprehensive list of the funding opportunities available at UCL, including funding relevant to your nationality, please visit the Scholarships and Funding website .

Please note that decisions whether to offer a place on our PhD programme are made primarily by the academic staff member who will take on the role of primary supervisor. They will make this decision on the basis of your project proposal, personal statement, other sections of your application including academic record and references, an interview and their availability to supervise. It is therefore important that your application identifies your proposed supervisor and includes well-prepared project proposal and personal statement sections. Applications are accepted at any time with start dates throughout the year, but typically start in September. Many scholarships have specific deadlines.

Please note that you may submit applications for a maximum of two graduate programmes (or one application for the Law LLM) in any application cycle.

Choose your programme

Please read the Application Guidance before proceeding with your application.

Year of entry: 2024-2025

Year of entry: 2023-2024, got questions get in touch.

Institute for Risk and Disaster Reduction

[email protected]

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Eligibility: Four year graduation degree by research or two year masters degree in Economics/ Business/ Management/ related discipline with minimum 55% marks

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Eligibility : Four year graduation degree by research or two year masters degree in Economics/ Business/ Management/ related discipline with minimum 55% marks

• Duration : 3 years
• Admission Criteria : Shoolini University's multiple choice entrance test, and assessment of research aptitude through concept note & faculty interaction

PhD Disaster Management (3 years) at Shoolini University is a highly interactive interdisciplinary program which equips students with critical thinking and analytical skills necessary to lead in complex and dangerous situations of disasters and rescue operations. 

The program emphasises on the in-depth study of theories, research methodologies, and policies related to emergency preparedness, mitigation, management, and response by using suitable resources such as financial, material, and human resources during a calamity.   

The core curriculum involves research work in all types of risks concerning the community and focuses on the implementation of practical methods to reduce the effects of natural or man-made crisis situations.  

This program trains professionals to appropriately prepare people for a disaster before it occurs.  

The research-based program highlights disaster response methods and effective ways of repairing any damage with focus on reducing vulnerability and strengthening communities nationwide.

Key Highlights 

• State-of-the art computer labs 
• Patent filing by students and faculty encouraged 
• Guest lectures by global experts in the field of Management Sciences 
• Highly qualified and experienced faculty 

XR/AI Research Centre

Drives innovation by offering immersive, hands-on experiences with emerging tech.

Collaboration with AWS Academy

Students can pursue industry-recognised AWS Certifications.

Research Grants

Government agencies such as DST & HIMCOSTE have provided research and infrastructural grants for advanced labs. 

Program Details

Top faculty.

Arunava Poddar

Assistant Professor

Arvind Singh Bisht

Prachi Agrawal

NET, MSc (IIT Delhi), PhD (Pursuing)

Navsal Kumar

Nitin Kumar Sharma

Rahul Chandel

Virender Rihani

Dean Engineering and Technology

Shyam Singh Chandel

Professor, Ph.D

IITB (Civil Engg)

Bhaskar Goel

Professor cum Associate Director of Academic Operations

Ram Prakash Dwivedi

Amar Raj Singh Suri

Professor, Ph.D.

Robin Thakur

Associate Professor

Associate Professor, Ph.D.

Raj Kumar Saini

Associate Professor, Ph.D. , M.Tech, MBA

Sorabh Aggarwal

Assistant Professor, M.Tech, Ph.D. (Pursuing)

Sushil Kumar

Assistant Professor, M.Tech

Veena Kashyap

Diksha Sharma

Visiting Faculty

Assistant Professor, M.Tech.

Nitisha Sharma

Student voices.

RaviKant Thakur,Phd

Nitika Thakur (PhD)

Chandresh Kumari (PhD)

Sana Altabba (PhD)

Kamna Sharma (PhD)

Sunil Kumar (PhD)

Indu Negi (PhD)

Top campus recruiters.

Some of the major companies that visit our campus and hire our graduates are:

Frequently Asked Questions

Why is phd study important.

Enrolling in a PhD program helps you begin or continue research in the field you're passionate about. You can delve deeper, make new discoveries, improve conceptual tactics and apply those concepts through the research conducted. You can decide what to work on, how to work, and chart your journey with support and guidance from a supervisory team.

Why should I pursue a PhD from Shoolini University?

Shoolini University is India’s No.1 Research University (QS World University Rankings, Asia-2023) with 150+ programs and top placements & internships in India. Over the past decade, Shoolini has built a worldwide network of partner universities to foster exchange opportunities, collaborative academic programs, faculty engagement and research, and other activities. Shoolini offers study abroad opportunities with scholarships to top universities in the USA, Australia, UK, South Korea, Taiwan, Japan, and Italy, among others. Shoolini has filed 1200+ patents; its h-index is >100 with Field Weighted Citation Impact (FWCI) of 2.22. It has 104+ state-of-the-art laboratories, 9 Centres of Excellence, and 2 Shoolini Researchers are among the Top 1% Scientists of the world.

Can I do a PhD without a Master's degree?

Students with a minimum CGPA score of 7.5/10 in the four-year-undergraduate program (FYUP) will now be eligible for PhD admissions, without having to complete a master’s program, according to the new regulations on the award of PhD degree finalised by the University Grants Commission (UGC).

Do rankings matter for a PhD?

The institution's accreditation by appropriate agencies means the program meets high standards of academic excellence. However, other factors, such as the field of research, number of publications, collaborations, etc., are also considered.

Will a PhD enhance my career prospects?

Doctoral programs require intensive training in research methods. This includes interviews, surveys, questionnaires, clinical trials, and laboratory experiments. These skills are put into practice when the candidate conducts fieldwork for the dissertation. Skills gained in qualitative and quantitative research methodology and statistical analysis are transferable to non-academic research environments, particularly for industrial research. In addition, employers outside of academia seek individuals with sound research skills to carry out projects at think tanks and research institutes in both the private and government sectors.

Latest Blogs

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Still have Queries? Contact Us

Please fill in the form and an expert from the admissions office will call you in the next 4 working hours.

Disaster Management PhD Program, Japan

Deadline: 9 March 2012 Open to: Technical officials, engineers, and researchers in the fields of water-related disasters and disaster risk management policy in developing countries Scholarship: Three types of  financial support

Description

Water-related disasters are intensifying in frequency and magnitude due to urbanization, industrialization, climate changes etc. throughout the world, causing devastating losses to human lives and livelihoods. They also seriously impede economic development.

It is increasingly evident that capacity development and human empowerment are the basis for resilient societies against disasters and sustainable development. In order to improve this basis, there is an urgent need for societies to increase their capacities for training researchers, educators and strategy/policy specialists for risk management.

It is to support countries in this respect that the National Graduate Institute for Policy Studies (GRIPS) and the International Centre for Water Hazard and Risk Management (ICHARM), Public Works Research Institute (PWRI) jointly launched a Ph.D. program in October 2010. The broad aim of the program is to nurture professionals who can train researchers and take leadership in planning and implementation of national and international strategies and policies in the field of water-related risk management.

Eligibility

Target Groups

The program examines and selects candidates who;

• have motivation and capabilities for doctoral level work, and
• will train experts in the field of water-related risk management after completion of this program.

To be eligible for admission to the program, an applicant must;

• have already acquired a Master’s degree,
• have research or practical experiences more than one year in the field of water-related risk management in organizations including universities, or have written Master’s thesis related to water-related risk management,
• satisfy the English language requirements with a minimum TOEFL score of internet-Based Test (iBT) 79 (or Paper-Based Test (PBT) 550), IELTS 6.0 or its equivalent, and
• be in good health.

Scholarship

ICHARM can provide enrolled students with the following financial supports. For more details, please contact ICHARM.

• Scholarship under the JICA AUN/SEED-Net : Only applicants from  AUN-SEED/Net Member Institutions  can apply this support.
• Interest-free Loan: Interest free loan for Admission fee and initial expense is possibly available for expected students from developing countries.

Application

1. To apply for the ICHARM RA scholarship please read carefully the following  guide , in order to see what documents you will be needing for the application process. There you will also find the application form.

All documents must be presented in English. Translations in English without an official seal obtained from the administration office of the university attended or without a signature of the recommender or the drawer of the document are not acceptable. Faxed documents and digital copies sent through e-mail are not acceptable.

Please send your document to the following address:

ICHARM Public Works Research Institute 1-6 Minamihara, Tsukuba, Ibaraki, 305-8516 Japan TEL: +81-29-879-6809 FAX: +81-29-879-6709 E-mail: [email protected]

For more information please contact the same (above mentioned) address.

2. To apply for the Scholarship under the JICA AUN/SEED-Net please visit the following website .

Deadline for applications is 9 March 2012.

For more information about the program please read the following document .

The Official Website

2 thoughts on “ Disaster Management PhD Program, Japan ”

sir please tell me how to procedure admission for P.hd related to DISASTER MANAGEMENT . now i am a student of msc disaster management.

Dear nasidul,

Sorry but this opportunity has expired for this year, so you might want to check and see if they will be providing it again next year. For now, there are no news on that.

Regards, Mladiinfo

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Erasmus Mundus MA in Public Health in Disasters

100 Best universities for Management in Japan

Updated: February 29, 2024

• Art & Design
• Computer Science
• Engineering
• Environmental Science
• Liberal Arts & Social Sciences
• Mathematics

Below is a list of best universities in Japan ranked based on their research performance in Management. A graph of 2.11M citations received by 229K academic papers made by 275 universities in Japan was used to calculate publications' ratings, which then were adjusted for release dates and added to final scores.

We don't distinguish between undergraduate and graduate programs nor do we adjust for current majors offered. You can find information about granted degrees on a university page but always double-check with the university website.

1. University of Tokyo

For Management

2. Kyoto University

3. Tokyo Institute of Technology

4. Osaka University

5. Keio University

6. Waseda University

7. Tohoku University

8. Nagoya University

9. Kyushu University

10. University of Tsukuba

11. Hiroshima University

12. Kobe University

13. Osaka Prefecture University

14. Hokkaido University

15. Kyushu Institute of Technology

16. Okayama University

17. University of Electro-Communications

18. Tokyo University of Science

19. Nagoya Institute of Technology

20. Nagaoka University of Technology

21. Ritsumeikan University

22. Tokyo Metropolitan University

23. Yokohama National University

24. Tokyo Denki University

25. Hitotsubashi University

26. Nagaoka University

27. kanazawa university.

28. University of Tokushima

29. Chiba University

30. Japan Advanced Institute of Science and Technology

31. Meiji University

32. Kumamoto University

33. Nara Institute of Science and Technology

34. Shizuoka University

35. Tokyo University of Agriculture and Technology

36. Nihon University

37. Doshisha University

38. Toyohashi University of Technology

39. University of the Ryukyus

40. Yamaguchi University

41. Hosei University

42. Sophia University

43. Saitama University

44. Aoyama Gakuin University

45. Ibaraki University

46. Shibaura Institute of Technology

47. Saga University

48. Mie University

49. Gifu University

50. Nagasaki University

51. Tokai University

52. Kindai University

53. Kyoto Institute of Technology

54. Gunma University

55. Kansai University

56. Kitami Institute of Technology

57. Chuo University

58. Tokyo University of Technology

59. Niigata University

60. Chiba Institute of Technology

61. University of Aizu

62. Shinshu University

63. Tottori University

64. Kanagawa University

65. Tokyo University of Information Sciences

66. kagoshima university.

67. Yamagata University

68. Kagawa University

69. Osaka City University

70. Toyota Technological Institute

71. Utsunomiya University

72. Osaka Institute of Technology

73. University of Toyama

74. Wakayama University

75. Fukuoka Institute of Technology

76. Muroran Institute of Technology

77. Tokyo Medical and Dental University

78. Kogakuin University

79. Kyoto College of Graduate Studies for Informatics

80. Shimane University

81. Meijo University

82. Musashi University

83. Kwansei Gakuin University

84. Fukuoka University

85. Ashikaga Institute of Technology

86. Prefectural University of Hiroshima

87. Ehime University

88. University of Occupational and Environmental Health, Japan

89. juntendo university.

90. Kanagawa Institute of Technology

91. University of Fukui

92. Okayama University of Science

93. Kanazawa Institute of Technology

94. Hiroshima City University

95. University of Hyogo

96. University of Yamanashi

97. Kochi University of Technology

98. Oita University

99. Chubu University

100. Okayama Prefectural University

The best cities to study Management in Japan based on the number of universities and their ranks are Tokyo , Kyoto , Suita , and Sendai .

Business subfields in Japan

• Covid-19 and the Social Sciences
• Covid-19 in East Asia

Disaster Management in Japan during the Covid-19 Pandemic: Were the Lessons Learned from Large-scale Natural Disasters Applied?

Sitting on the edge of the Pacific Ocean, Japan is one of the “ring of fire” countries subject to frequent earthquakes and other natural disasters. In this essay, Mampei Hayashi provides a critical examination of the Japanese government’s disaster management policies to address the Covid-19 pandemic, arguing that the government has wavered, switching between policies to suppress the pandemic and policies to stimulate the economy. Hayashi advises use of the Disaster Management Cycle to plan and implement a more coherent set of policies to not only deal with the immediate emergency, but also to develop plans for recovery and mitigation of similar future disasters.

A lesson learned from a large-scale natural disaster

While the Covid-19 pandemic has become a long-term threat to the global community, Japan has been facing another “crisis with no end in sight” in recent years: large-scale natural disasters. Of particular note are the 1995 Great Hanshin-Awaji Earthquake and the 2011 Great East Japan Earthquake. Despite many years having passed, there still remains a long way to go in both cases in restoring survivors’ lives and revitalizing affected areas.

One of the important lessons learned from these natural disasters is that large-scale disaster management goes beyond emergency response. From the experience of the 1995 Great Hanshin-Awaji Earthquake, it has become clear that disaster management requires another two policy phases after emergency response: recovery and development, and disaster mitigation. Furthermore, the 2011 Great East Japan Earthquake led to the policy “Build Back Better,” which has gained wide recognition in the global community.

Today, the disaster management process that integrates the three policy phases of “emergency response,” “recovery and development,” and “mitigation” is called the Disaster Management Cycle (DMC). It has become well known in the disaster management field that to proactively respond to changing policy needs based on the situation on the ground, it is necessary to plan in advance a comprehensive disaster management policy that organizes policy goals and the means to achieve them by each phase of the DMC. In this way, the DMC can be used for assessing comprehensive government disaster management from a long-term perspective.

Here, I attempt to utilize the DMC framework to assess the Japanese government’s infectious disease management of the Covid-19 pandemic to date. The results show that, as of mid-March 2021, Japan’s current situation corresponds to the emergency response phase, and the government has yet to achieve its policy goal. In addition, the Japanese government has made the premature decision to shift the policy emphasis from infectious disease control to economic revitalization too early without a strategic perspective. Also, economic stimulus policies, such as the “Go To Travel” program, do not fit as a policy measure in the recovery and development phase since it would not revitalize the economy in a sustainable manner. Furthermore, the overall picture of the DMC in the context of Japan’s Covid-19 pandemic response remains unclear.

The Covid-19 situation around the world

The end of the fight against Covid-19 remains out of sight worldwide, despite the recent start of long-awaited vaccination programs. The number of fatalities is still on the rise globally and growing fast, while the number of new infections has started to decline (Figure 1). In addition, the impact on society, especially on the economy, is a serious long-term risk in many countries. After the second quarter of 2020, when the economies of Japan, the United States, and Europe plunged at a record pace due to lockdowns and “state of emergency” declarations, real GDP growth slowed again in the fourth quarter due to increased spread of Covid-19 (Figure 2).

Today, policymakers in many countries have realized that they are left with two uncomfortable policy options: contain the virus through coercive policy measures like lockdowns at the expense of significant economic losses or maintain economic activity while allowing a certain level of Covid-19 contagion.

In some countries, such as China and New Zealand, the central government has taken decisive action to respond to the pandemic through quick and large-scale lockdowns and border closures. Other countries, such as Israel, have already vaccinated the majority of the population. However, many countries have adopted ad hoc and inconsistent policy responses due to the fear of economic stagnation. Japan is no exception.

The Japanese government’s haphazard Covid-19 policy

We can identify a pattern in the Japanese government’s Covid-19 response so far in a policy response that oscillates between infection control and economic stimulation. This seems to indicate that these policies are made without the support of a strategic policy framework.

The initial policy responses of the Japanese government were bold at the beginning of the pandemic. By the end of March 2020, the administration called for the cancellation or postponement of major events, including the 2020 Tokyo Olympic & Paralympic games, to prevent the further spread of the virus. On April 7, 2020, for the first time in Japanese history, the government declared a state of emergency in seven prefectures, including the Tokyo metropolitan area. The government expanded the order to include the entire country on April 16, 2020.

In addition, the Abe administration decided to implement large-scale economic assistance for businesses and the public. No compensation was provided for the suspension of businesses and shortened working hours, but in early April 2020, the government started providing interest-free, unsecured, long-term loans to companies through banks to secure their working capital and deploying various cash transfer measures for households and businesses to cover economic losses and life expenses. 2 For more detailed information, see Cabinet Secretariat, “ COVID-19 Information and Resources: Information on Support Measures Related to COVID-19 .” These policies were intended to mitigate the economic impact of the Covid-19 pandemic and declaration of state of emergency rather than to stimulate economy. It could also have served as an infection control policy by allowing households and businesses to slow down economic activity without too many financial repercussions, thus slowing the spread of Covid-19. The total size of the economic policy package is estimated to be about 230 trillion yen (about 2.2 trillion US dollars).

After the state of emergency was lifted on May 25, 2020, the emphasis has gradually shifted from infectious disease control to economic stimulus. With a growing public sentiment that both the spread of Covid-19 and the government’s infections disease control measures posed serious risks to the economy, the government decided against extending the emergency declaration. Instead, it came up with a series of economic stimulus measures. One of the highlights was the “Go To Campaign,” 3 The “Go To” campaign is a subsidy program to promote household consumption and stimulate domestic demand. It includes four initiatives: Go To Travel, Go To Eat, Go To Event, and Go To Shopping Street. including the “Go To Travel” campaign, which started on July 11, 2020. On September 19, the Japanese government eased restrictions on the number of participants at events. On November 1, 2020, it lifted travel restrictions on 11 countries and areas of the Asia Pacific region. Moreover, in December 2020, “the Green Growth Strategy” and “Digital Transformation” programs were announced as key economic revitalization policies for the post–Covid-19 era.

The government continued to prioritize stimulating the economy over infectious disease control while the spread of Covid-19 gradually increased. In late July 2020, in the wake of a second wave, Prime Minister Shinzo Abe commented in public that it did not seem necessary to immediately declare another state of emergency. In a TV program broadcast at the end of August, the chief cabinet secretary at the time, Yoshihide Suga, objected to criticism of the “Go To Travel” program in the midst of the second wave of Covid-19, emphasizing the positive impact on local economies.

The Suga administration, which took office in September 2020 after the resignation of former Prime Minister Abe, has maintained the focus on economic stimulus and distanced itself from its own expert panel that had emphasized infectious disease control. In fact, the expert panel was not given an opportunity to comment on the pros and cons of lifting the first state of emergency. On November 25, 2020, in order to stop a third Covid-19 wave, the panel proposed that the government suspend “Go To Travel” in metropolitan areas like Tokyo. However, the government did not act on this recommendation until a sharp increase in new infections in December 2020.

Today, the government’s concern has shifted to the supply of vaccines and vaccination, but Japan has been the slowest of the G7 countries to start the vaccination process, 6 It has been pointed out that the reason for this is that the efficacy of vaccines is carefully checked, and that the small size of the domestic pharmaceutical industry makes it inferior in the competition for vaccine development. See NHK, “ Vaccination: What Is the Situation in the World? What Is the Reason for Japan’s Delay? ” February 8, 2021. which only began in mid-February 2021. As of mid-March 2021, the vaccination process was already delayed with little likelihood of securing the necessary number of vaccines.

As we have seen so far, the Japanese government’s infectious disease management of Covid-19 has not only lacked a long-term perspective and oscillated between infectious disease control and economic stimulus, but has also continued to lag behind changing circumstances. The Asia-Pacific Initiative (API) noted in its report 7 Asia Pacific Initiative, The Independent Investigation Commission on the Japanese Government’s Response to COVID-19: Report on Best Practices and Lessons Learned (January 2021). that one of the government’s key informants described the series of policymaking processes as “a rough ride” that “turned out okay in the end.” Over nine months later, the Japanese government’s infectious disease management remains inconsistent. As a result, not only is there no prospect of containing the Covid-19 epidemic in Japan to date, but the Japanese economy is on the verge of another downturn.

The disaster management cycle in the case of the Covid-19 pandemic

Why has Japan’s infectious disease management taken such twists and turns? One of the possible explanations is that the government did not initially plan for policies that could adapt to changing rates of infection based on projected scenarios. In other words, the government did not anticipate applying the Disaster Management Cycle to the Covid-19 pandemic beforehand. Therefore, the government’s response to changing rates of infection has been reactive rather than proactive.

Generally speaking, the DMC for a large-scale natural disaster consists of three phases: emergency response, recovery and development, and mitigation. This is because such disasters not only put many lives at risk, but can also severely damage public and private physical capital, and disrupt social activities. Disaster management during or following a large-scale disaster does not end with emergency response, such as saving lives and providing emergency goods and services. It goes beyond, covering policy areas that address the recovery of survivors and the sustainable revitalization of affected areas. To avoid repeating crises, the DMC further extends to building resilience through social and institutional reform to mitigate the potential impacts of future disasters.

Since the Covid-19 pandemic threatens not only human lives but also social life, and economic activities, the DMC framework can be applied to address the pandemic. Infectious disease management, like disaster management for large-scale natural disasters, needs to go beyond addressing infectious disease control to recovery and development as well as mitigation.

Consideration should also be given to the policymaking process, ensuring the engagement of stakeholders and their preferences in order to gain broad support so that policies can remain in effect while adapting them to real-world demands and circumstances. Presenting a big picture of the government’s infectious disease management plan based on the DMC to the public can help in cultivating citizens’ opinions and hence clarifying their policy preferences

Assessing Japan’s Covid-19 response based on the Disaster Management Cycle framework

First, from the perspective of the DMC framework, Japan’s current situation corresponds to the emergency response phase since the government has yet to fulfill this phase’s policy goals. In fact, as of April 2021, the Japanese government had not yet achieved containment of the Covid-19 pandemic, and the Osaka prefectural government has been reportedly considering requesting the central government to declare a third state of emergency. Until containment of Covid-19 is confirmed, the Japanese government needs to focus on implementing infectious disease control or the spread of Covid-19 will prevent social and economic recovery.

Second, the Japanese government attempted to shift from infectious disease control to economic revitalization too early in fall 2020. The “Go To” campaign was launched before containment of Covid-19 was guaranteed and travel restrictions were lifted during the second and third waves of infection. Though these policy measures were undertaken as economic stimulus, they were unlikely to succeed and may in fact increase contagion. The government should have first focused on containing Covid-19, rather than stimulating the economy in the middle of a pandemic. Only then would it be possible to allow social life to “return to normal” and move forward with policies to revitalize economic activities.

Third, even if the “Go To” campaign would have had an effect to boost tourism demand during its implementation period in the short term, it does not fit as a policy measure for recovery and development phase. It could have a negative impact on the economy in the long term. We will face a “demand cliff” once the policy ends. If demand falls sharply, the supply side will be forced to scale back the production level in response, which could have a significant impact on employment and future investment. In addition, the program unlikely contributes to increase productivity in existing industries by promoting innovation as well as to induce industrial shift through creating new investment in the tourism industry. Rather, this policy could serve inefficient firms to remain in business, producing so-called “zombie firms,” and subsequently hindering productivity and growth in the economy. The limited length of the program would also not be able to adequately incentivize existing businesses to make new investment and newcomers to enter the market. The Japanese government needs to reconsider the implementation of such short-term economic stimulus measures and focus on planning a sustainable economic recovery by promoting structural economic change and innovation.

Fifth, the policy formation process has been vague and lacked transparency. There have been conflicts within the government over infectious disease control policies, which have given the public the impression that the government’s actions so far have been ad hoc, and have been implemented without long-term prospect. The government has not proactively explained its infectious disease management process, the policy formation process, the policy goals or their intentions. 15 It should be noted that the Japanese government has lacked diligence in preserving official documents related to the Covid-19 response. The government has not produced sufficient detailed minutes of important regular meetings related to Covid-19 policy decisions and discussions, which seems to obscure the process of policy formation. Kei Sato, “ In Spite of the ‘Historic Emergency’… There are Four Cases of Mandatory Minutes for the Corona Response ,” Mainichi Shinbun , February 26, 2021. This has presumably resulted in increasing public uncertainty about the prospects for policy implementation, consequently making it difficult for businesses and households to resume social activities.

Suggestions for long-term infectious disease management of the Covid-19 pandemic

The Japanese government should present the overall picture of its infectious disease management plan for the Covid-19 pandemic based on the DMC framework. Presenting the policy measures to achieve the goals of each phase of the DMC, as well as the conditions for transitioning from one phase to another, will not only reduce public uncertainty about policy implementation and its prospects, but also help build consensus and support for the government’s infectious disease management plan through public dialogue.

The government needs to accelerate the national discussion on how the government promotes revitalizing society as well as how society should build resilience for the post–Covid-19 era while the policy response to contain the pandemic is underway. The discussion should go beyond the mere compensation of losses as well as establishing so-called “new lifestyles.” So far, the government has presented several ideas for the future of Japanese society and the ways to achieve them, including “Green Growth Strategies” and “Digital Transformation.” Yet, it is not sufficiently clear whether these strategies are favorable for revitalizing society as well as building resiliency against future infectious diseases. The government should further deepen discussions with the public about what a future society might look like and the policy measures to pursue it.

The government should encourage the formulation of regional development strategies based on local initiatives. When it is unclear how Japanese society will adapt to the post–Covid-19 era, diversity is key. As regions compete with each other in terms of their economic vitality, natural environment, public infrastructures, social security, education systems, social ties among citizens, culture, and lifestyle, we can find ways to adapt Japanese society to the coming reality. In order to encourage such competition among the regions, it is important to formulate and implement development plans that reflect local individuality and preferences. One way to promote this is by the central government giving local governments more autonomy and discretion in policymaking and finance through decentralization. Moreover, it will become increasingly important to invite broader citizen representation into the policymaking process to shape regional development plans.

Lastly, the establishment of a pandemic research institute would be a useful investment for the future. A research institute would promote sustained policy discussions through research projects that address policy issues related to the pandemic, and it should encourage the participation of domestic and international practitioners and researchers. This is an effective measure not only to pass on the lessons of the Covid-19 pandemic to future generations, but also to train future experts as well as develop research fields. The Disaster Reduction and Human Renovation Institution (DRI), established in Kobe after the 1995 Great Hanshin-Awaji Earthquake, serves as a good model.

The fight against the Covid-19 pandemic in Japan, and elsewhere, still has “no end in sight,” and there is still a long way to go in the fight against infectious diseases. The policy recommendations laid out here would help to lay the groundwork to cope with the pandemic and its aftereffects in the long term.

References:

Mampei Hayashi

Mampei Hayashi is an associate professor at the School of Business Administration at Kansai University of International Studies. He has a master’s in international public policy from Osaka University, and a PhD in policy and management from Doshisha University. He has taught courses in economics, statistics, and disaster management. He also worked as a researcher at the Hyogo Earthquake Memorial 21st Century Research Institute located in Kobe, and at the Asia Pacific Institute of Research located in Osaka. His research mostly focuses on policy analysis of natural disaster management. He is conducting empirical research on the economic impact of natural... Read more

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• Ph.D. in Engineering & Public Policy
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The doctoral program in disaster science and management approaches disasters and emergencies from an interdisciplinary point of view. The program emphasizes theories, research methodologies, and policies related to emergency preparedness, mitigation, management, and response.

Many of our doctoral students engage in projects and research with the world-renowned Disaster Research Center .

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Click the image to view/download the full program brochure pdf.

The program requires 42 credits of graduate-level coursework beyond the masters degree including:

• 6 credits of quantitative and qualitative methods classes
• 3 credits of seminar (DISA 680)
• 9 credits of dissertation

Ph.D. students complete a Ph.D. qualifier exam and defend their dissertation proposal.

Students are expected to choose a thematic area such as one of the following:

• Organizations, management, and leadership focus on management and leadership in all phases of a disaster. Includes knowledge of institutional structures and tools to support decision making.
• Built and natural environment, and society focus on the interfaces among the three infrastructures (built, natural and social) with an emphasis on the opportunities to control, influence, accommodate, and understand changes and needs during and after catastrophic events.
• Vulnerability and resilience focus on how systems are impacted by and respond to catastrophic events. Includes how systems can be modified or adapted to reduce vulnerability and improve resilience.
• Policy and planning focus on response to disasters including continuity of operations.
• Simulation and modeling focus on decision support tools and the modeling of impacts to support disaster planning, mitigation, response, and recovery.
• Health systems leadership: public health disaster planning and response focus on the role of health professionals and systems in planning for and responding to disasters.

Helpful links:

• Ph.D. program curriculum
• Electives available to graduate students studying Disaster Science & Management
• Career options available after graduation​

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Published: February 13, 2024

Japan deploys cutting-edge technology to mitigate natural hazards

Balanced precariously on the Pacific Ocean’s volcanic “Rim of Fire” and constantly at the mercy of powerful weather systems, Japan faces one of the most challenging natural environments in the world.  

Stretching more than 3,000 km, from tropical Okinawa in the far south to the tip of Hokkaido, these islands are home to more than 100 active volcanoes and hundreds more that are officially dormant. The nation also sits atop a series of interlocking tectonic plates that are in gradual motion, occasionally triggering massive earthquakes with devastating consequences.  

As an island nation, Japan must also constantly be alert to the dangers of tsunami triggered by offshore earthquakes and powerful typhoons that can sweep in from the Pacific, causing destruction and widespread flooding.  

Faced with these challenges, Japanese scientists are employing advanced technologies to predict looming threats and provide the public with advance warning of danger. And they are constantly looking for new innovations that can help to mitigate mother nature.  

Experience with earthquakes

Arguably the most serious challenge facing the nation, believes Professor Yasuhiro Suzuki, of Nagoya University’s Disaster Mitigation Research Center, would be a major earthquake in an area that has not experienced a significant tremor in a century or so and where the countermeasures are overwhelmed.

“We have less and less time available to implement disaster risk reduction measures before the next major event, while I am also concerned that our cities are becoming overcrowded,” he said. “The risks from disasters are increasing and I fear that hardware measures to date have not been effective.”

Prof Suzuki says it is critical that the public be given as much advance warning as possible of an impending disaster, which will rely on technological advances, but that Japanese society also undergoes a “paradigm shift” to be prepared for a worst-case scenario.

The lessons from past disasters have been taken to heart, Prof Suzuki said, pointing to the creation of detailed maps of active faults in the Earth’s crust. That predictive technology was developed after the 1995 Great Hanshin-Awaji earthquake, in central Japan, and is today the best in the world, he said.

By 2016, fault mapping technology meant that 60 percent of residents of Kumamoto were aware of the possibility of a quake and were able to take precautions ahead of the magnitude-7 tremor that hit the prefecture on April 16, he said.

Japanese scientists have been sharing their knowledge with other nations at risk of earthquakes around the world. In recent years, Prof Suzuki has himself carried out research alongside local experts in Turkey, China, Taiwan and Mongolia helping local residents to similarly prepare for a possible disaster. 

Advanced technology: Earthquake, tsunami, volcano observation network

Immediately after the 1995 earthquake that caused widespread damage in Kobe, the National Research Institute for Earth Science and Disaster Resilience (NIED) created four nationwide land observation networks to improve monitoring and assessments of earthquakes, as well as estimating the likely impact of any tremors.

Another network was added to the seabed off the east coast of Japan for the early detection of quakes and tsunami originating in the Pacific, linking up with another network off central Japan. Together, the networks are known as Monitoring of Waves on Land and Seafloor (MOWLAS).

The networks use a range of seismometers that measure ground motion caused by an earthquake or changes in a volcano, even when the tremor is very small. That data is immediately analyzed to determine the scale of the threat and provides the authorities with the information required to make rapid responses.  

Resistance of buildings

Private-sector companies are also committed to delivering products and services that are better prepared to resist disasters, such as the swing mass damper (SMD) control device developed by leading construction firm Shimizu Corp.

The damper is designed to be installed on the roofs of ultra high-rise buildings to control complex, multi-directional shaking caused by a major earthquake. An improvement on conventional dampers, which are only able to match shaking in one direction, the equipment uses a steel or concrete counterweight supported by a frame fitted with two layers of laminated rubber bearings.

The dampers can be retro-fitted to older buildings, stabilizing the movement of taller structures and making them less prone to collapsing.

Disaster management system adopted overseas 

Information and communications technology giant Fujitsu Ltd has also perfected technology that has already been introduced overseas.  

The company’s Disaster Information Management System was previously adopted by the national and local governments across Japan, giving authorities instant access to data critical to a rapid and effective response to a natural disaster.  

That information includes early warnings and predictions of the scale of a disaster and areas that are most likely to be severely impacted. Receiving that information, authorities can build a better understanding of the most pressing needs and deploy assets optimally to save lives. 

Fujitsu delivered a tailored DIMS to Jakarta in 2013, giving the Indonesian capital an unprecedented ability to respond to looming disaster. The system soon proved its worth, coordinating responses to serious flooding in many parts of the city in January 2014. 

Sharing information in foreign languages

NHK, Japan’s public media organization, has an unbeatable reach across the nation for news and is expanding the information it makes available in the event of a disaster.

In May 2023, NHK started using artificial intelligence to read out English subtitles accompanying special news webcasts about disasters. The system is designed to operate when an earthquake with a seismic intensity of five or higher is detected, when a tsunami is imminent or if torrential rain is expected, or when the nationwide J-Alert is sounded. 

Climate change challenges

The impact of climate change on Japan has been marked in recent years, believes Rajib Shaw, a professor at Keio University’s Graduate School of Media and Governance, with the lessons learned here applicable in other countries with similar challenges.

“Japan has always experienced typhoons, but the intensity, severity and frequency of those weather systems is increasing,” he said. “In the past, Japan experienced maybe one category five typhoon every five years or so, but now we see them nearly every year.”

The impact of such disasters is also becoming more severe in a nation that is experiencing an aging population and fewer people living in rural areas, which makes them vulnerable, Prof Shaw said.

“Providing an early warning to these people is very important,” he said, adding that alerts for typhoons and earthquakes in Japan are often delivered by mobile phones.

Japan’s disaster-risk reduction technologies have helped countries around the world to strengthen their resilience, Prof Shaw said, pointing to a successful recent project that brought together government agencies and Japanese and Bangladeshi universities.

“Bangladesh is prone to river floods, flash flooding and coastal floods, while riverbank erosion is also a major challenge,” said Prof Shaw. “Using Japanese technologies, measures to control riverbank erosion were developed using local materials, such as bamboo, that can be replicated across the country.”

At the same time, an early warning system was developed to complement the cyclone alert network, giving advance notice of cyclones that coincide with dangerously high tide events. 

“This has helped coastal communities to make decisions on whether to evacuate to cyclone shelters or to stay nearby and has proved extremely effective in building disaster resilience,” the professor said. 

Japan – A good neighbour

Japan is renowned as one of the most technologically advanced nations in the world and it comes as little surprise that so much effort has been invested into measures that will warn people of looming danger and give them the best chance of surviving.

As a good neighbour, it is equally unsurprising that Japan has been quick to share that knowhow and technology with other countries and government agencies and private firms remain committed to even more capable warning systems in the future.

Disclaimer: The Reuters news staff had no role in the production of this content. It was created by Reuters Plus, the brand marketing studio of Reuters. To work with Reuters Plus, contact us here .

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Disaster Management in Japan *1

Toshinori ogata.

1 Deputy Director-General for Disaster Management Bureau, Cabinet Office, Tokyo, Japan.

Developing Role-specific Disaster Management Plans by a Three-tiered Administration Consisting of the National, Prefectural, and Municipal Governments

In the Japanese Disaster Management System, a Minister of State for Disaster Management is appointed to the Cabinet, and the Disaster Management Bureau plans the basic policy on disaster management and plans and makes overall coordination on response to large-scale disasters. In normal times, Ministers of State, representatives of relevant organizations and experts form the Central Disaster Management Council in the Cabinet Office to discuss important matters such as the development of national disaster management plans and basic policies and to take charge of promoting comprehensive disaster countermeasures by indicating a major policy.

Japan is governed by a three-tiered administration: the national government, prefectures, and municipalities. The head of each level takes full responsibility for that jurisdiction in a structure similar to that of a nation. Comprehensive disaster prevention plans are developed in accordance with the roles to be performed at each stage.

In the event of a disaster, or where there is a risk of a disaster, the Cabinet Office, with the cooperation of relevant ministries and agencies, takes the lead in countermeasures, corresponding to each level of disaster with level 1 at normal times up to level 5 when a devastating disaster occurs ( Fig. 1 ).

When a large-scale disaster occurs, an Emergency Response Team made up of director-general class members of related ministries and agencies is summoned to the Prime Minister’s Office to begin talks within 30 minutes of the occurrence of the disaster. Then an extraordinary cabinet meeting is held and the Extreme Disaster Management Headquarters is established. The Headquarters, headed by the Prime Minister as the Chief, makes the policies and provides overall coordination regarding disaster emergency measures. Accurate and prompt actions are expected to be taken in response to the instructions from the Chief.

The Emergency Measures Activity Plan Goes into Action Immediately without Waiting for Assistance Request

Prompt and accurate emergency response is demanded in the event of a disaster, and to ensure its reliability, the government may establish the Onsite Headquarters for Disaster Management. For example, during the Hiroshima landslides in August 2014, the Onsite Disaster Management Headquarters was set up and headed by a State Minister of Cabinet Office. Likewise, Prefectural Disaster Management Headquarters and Municipal Disaster Management Headquarters are set up in affected areas and these administrative units coordinate operations.

Next I would like to introduce an overview of the specific plan. Fig. 2 shows an outline of current measures considered by the Central Disaster Management Council in response to large-scale earthquakes. It specifically suggests that the possibility of a Nankai Trough Earthquake (with a magnitude of 8 or 9) and a Tokyo Inland Earthquake within the next 30 years is greater than 70%. The council is presently reviewing the estimation of damage based on the Great East Japan Earthquake while promoting countermeasures.

After reviewing the damage estimation, it was assumed that a tsunami generated by the Nankai Trough Earthquake and fires that broke out in the Tokyo Inland Earthquake would cause a high proportion of deaths. In particular, a tsunami from the Nankai Trough Earthquake is expected to affect massive areas, causing enormous damage.

In March 2015, based on the estimation of these damages, the specific Emergency Management Plan for a Nankai Trough Earthquake was newly established ( Fig. 3 ). This plan is made up of five categories in response to large-scale disasters: emergency transportation routes; rescue, first aid, fire fighting, etc.; medical; supplies; and fuel.

By incorporating lessons learned in the Great East Japan Earthquake, its main feature is that the Extreme Disaster Management Headquarters will grasp a whole picture of the damage and action can be taken immediately without waiting for receiving requests for assistance from the affected areas. Wide-area support units such as the police, firefighter and Self-Defense Forces are planned to be dispatched with a concentration on key support accepting prefectures where great damages are expected.

For life saving, a timeline with target activities is set up for the five afore-mentioned categories while keeping in mind the initial 72-hour maximum period for rescue, coordinating each activity according to the elapsed time from when the disaster struck.

Regarding medical care, JMATs (Japan Medical Association Teams) and DMATs (Disaster Medical Assistance Teams) are dispatched over a broad area during the initial 72 hours and requested to provide assistance to the disaster base hospitals in the affected areas. In addition, the plan is to quickly build a backup system for treatment by transporting critical patients out of the disaster areas from air transport centers.

Designated Remarks

Haruhiko HAKUNO 2

The Ministry of Health, Labour and Welfare (MHLW) has been advancing its policy of disaster management in three pillars, focusing on how effectively and efficiently medical care can be provided in the event of a disaster. These are: 1) setting up disaster base hospitals, 2) operating and training DMATs (Disaster Medical Assistance Teams), and 3) establishing an EMIS (Emergency Medical Information System).

As a rule, one or more disaster base hospitals is set up in every secondary medical zone. These hospitals must withstand various disasters with reinforced earthquake resistance and the like. Currently there are 695 designated hospitals across Japan that can act as bases to take in large numbers of injured victims in addition to providing medical care.

A DMAT is a medical team basically made up of four members—a doctor, two nurses, and one coordinator—with an emphasis on mobility. To date, 9,328 members of 1,426 teams have been trained. Their biggest feature is the speed at which they can start activities in affected areas. Similarly to the criteria of the government’s Emergency Response Team for gathering in case of natural disasters, the DMATs across Japan automatically go into standby in the event of an earthquake with a seismic intensity of upper 5 or higher in Metropolitan Tokyo or lower 6 or higher in other areas, a tsunami warning, or a Tokai Earthquake is announced. DMAT secretariat offices are placed in the National Hospital Organization Disaster Medical Center (Tachikawa, Tokyo) and the National Hospital Organization Osaka National Hospital (Osaka), so that they can respond to disasters across the country.

During the Great East Japan Earthquake of March 2011, 383 teams were dispatched to the affected areas. Eighty eight teams were also active at the time of the Hiroshima landslides in August 2014 and heavy rain disasters of September 2015.

The EMIS is an online system for the MHLW, governments and medical institutions in affected areas, and dispatched DMATs to share information. In order to provide swift and efficient medical care during a disaster, it is necessary to collect and share accurate information. The EMIS is the central information system in the acute phase of a disaster.

While I have outlined the three pillars related to healthcare provision, the DMAT alone cannot take on all the necessary medical care in the affected areas. The JMAT, the medical team run by the Japan Medical Association provided support at the time of the Great East Japan Earthquake for a very long time from the acute to recovery phases. I would like to take this opportunity to express my sincere gratitude to all the people involved.

To provide appropriate medical care in the event of a disaster, we need “all Japan” response system that includes collaboration with various sectors all over Japan. At the MHLW, we aim to improve disaster preparedness functions at medical institutions and listen carefully to the voices of everyone, so that people are able to receive proper medical care during a disaster.

*1 This article is a translation of the presentation published in the Report of the JMA-PhRMA Joint Symposium held in Tokyo, Japan, on November 18, 2015.

Online Doctorate in Emergency Management

Online Emergency Management Degree: An Overview

How long does it take to earn a doctorate in emergency management online, how much does an online doctorate in emergency management cost, online doctorate in emergency management admissions requirements, choosing an accredited online emergency management doctoral degree program, online coursework, research project, professional associations in emergency management.

• National Emergency Management Association : Founded in 1974, NEMA represents emergency management directors in all 50 states, eight U.S. territories and the District of Columbia. Since 2003, the association has offered a standardized training course for incoming emergency management directors. NEMA also offers webinar courses in addition to annual training in partnership with the Federal Emergency Management Agency. Full-time students may join NEMA at a discounted rate of $50 per year.
• International Association of Emergency Managers : IAEM represents more than 6,000 members who work in emergency management. The association offers credentials for associate and certified emergency managers as well as an online job and internship board. IAEM has also hosted an annual conference since 1952.
• Disaster Recovery Institute International : DRI International represents more than 15,000 certified professionals in more than 100 countries. The organization offers 14 certifications in areas like health care continuity, public sector continuity and risk management. Training and workshop opportunities are also available.

Example courses

• Disaster management principles and practice
• Application of emergency management theory
• Hazards risk management and community resilience
• Emergency management operations and planning
• Methods for disaster research

Job Outlook and Salaries for Graduates

What can you do with a doctorate in emergency management.

• Director of business continuity and emergency management : These professionals create emergency contingency plans for organizations that must offer 24/7 services, such as health care facilities, public utilities and postsecondary institutions. They typically meet with various colleagues and department heads to establish a prioritized continuity plan based on public need. Because this is an executive-level position that may involve life-or-death situations, many employers prefer to hire directors with a postgraduate degree and extensive work experience.
• Disaster recovery coordinator : Disaster recovery coordinators create and implement comprehensive plans for disaster situations, including service-level support and backup plans. They also oversee infrastructural operations when disasters occur.

Licensure and certification

How much are salaries for emergency management graduates.

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Mission of Japan to ASEAN ASEAN日本政府代表部

Graduation ceremony of the aha centre executive leadership in emergency and disaster management for asean programme (ace ledmp) middle level course first batch.

• Ambassador’s remarks (PDF)

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