Final report on_drm_training_programme_english_2012

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Independent Consultant: Dương Thị Tơ
Impact Evaluation Report
Project “STRENGTHENING PUBLIC-PRIVATE PARTNERSHIPS IN
DISASTER RISK MANAGEMENT AND COMMUNITY RESILIENCE IN
VIETNAM”
Ha Noi, December 2012

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TABLE OF CONTENT
LIST OF ABBREVIATIONS..................................................................................................3
TABLES AND FIGURES........................................................................................................4
EXECUTIVE SUMMARY ......................................................................................................6
1.1. Background .......................................................................................................11
1.2. Objective and scope of the evaluation.............................................................13
II. EVALUATION METHODOLOGY...............................................................................14
2.1 Comprehensive approach ................................................................................15
2.2 Method of information collection for evaluation...........................................15
III.OVERVIEW OF DRM TRAINING PROGRAM.........................................................18
3.1 Arrangements for management and implementation of DRM Training
Program within the Project framework....................................................................18
3.2 Results of DRM Training Program ................................................................19
IV.EVALUATION OF THE TRAINING PROGRAM ON ENHANCING
ENTERPRISE CAPACITY...................................................................................................29
4.1 Relevance of the Program................................................................................29
4.2 Effectiveness of the Program...........................................................................36
4.3 Impact of the Program.....................................................................................38
4.4 Sustainability of the Program..........................................................................47
V-CONCLUSIONS AND RECOMMENDATIONS...........................................................49
5.1 Conclusions........................................................................................................................49
5.2 Recommendations.............................................................................................................51
REFERENCE MATERIALS ................................................................................................53
ANNEX 1: TERMS OF REFERENCE ................................................................................54
ANNEX 2: Information Inquiry Forms................................................................................58
ANNEX 3: List of participants having responded in the information collection forms ..65
ANNEX 4: List of face-to-face interview participants ........................................................71
ANNEX 5: Tables of data summary .....................................................................................72
ANNEX 6: Summary from in-depthinterviews in 5 provinces/cities.................................77
ANNEX 7: Plan for storm and flood prevention and response at......................................78
Ngon Hai Dang (Light House) JS Company ........................................................................78
ANNEX 8: Some pictures of the survey process..................................................................89

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LIST OF ABBREVIATIONS
CED Center for Education and Development
Co. Ltd. Company with limited responsibility
DRM Risk Disaster Management
JS Co. Joint Stock Company
SME Small and Medium Enterprises
TAF The Asia Foundation
TOR Terms of Reference
ToT Training of Trainers
USAID
The United States Agency for International
Development
VCCI Vietnam Chamber of Commerce and Industry
VINASME
Vietnam Association of Small and Medium
Enterprises

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TABLES AND FIGURES
Table 1: Summary of TOT workshops..........................................................................22
Table 2: Summary of training workshops for enterprises in 2011-2012.......................25
Figure 1: Gender composition of participants to answer ..............................................16
Figure 2: Composition of in-depthinterviewees by gender...........................................18
Figure 3: Results of trainers’ evaluation on TOT program content .............................22
Figure 4: Results of trainers’ evaluation on TOT methods...........................................23
Figure 5: Results of trainers’ evaluation on the possibility to apply the learned
knowledge to the practice .......................................................................................23
Figure 6: Changes in the level of knowledge and skills of trainers ..............................24
Figure 7: Results of enterprise training content evaluation in 2011-2012 ....................27
Figure 8: Evaluation results on application to the practice ...........................................27
Figure 9: Evaluation results on changes in knowledge and skills after training ..........28
Figure10: Evaluation of usefulness of the training to participants................................31
Figure 11: Composition of enterprises participating in training by type ......................34
Figure 12: Composition of participants by positions ....................................................35
Figure 13: Memory extent of participants on main training contents ...........................38
Figure 14: Percentage of enterprises having disaster risk plan before and after the
training....................................................................................................................41
Figure 15: Actions taken by enterprises ........................................................................42

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ACKNOWLEDGEMENT
This impact evaluation report on the Training Program on Disaster Risk
Management (DRM) under Component I of Project “Strengthening the Public-
Private Partnership in Disaster Risk Management and Community Resilience in
Vietnam“ was conducted from October to December 2012. For having this report
complete, the Consultant has received great support from various organisations and
individuals providing documents/data related to the Project, sharing opinions and
comments, providing performance reports of the Training Program on DRM during 2
years, actively facilitating the direct interview process in 5 provinces/cities, as well as
coordinating efficiently and effectively in collecting information from participants via
e-mails, phone calls and face-to-face meetings at enterprises.
The Consultant would like to sincerely thank: leaders of The Asia Foundation
(TAF), MA Nguyen Tri Thanh – Senior Program Officer on Environment and other
Asia Foundation’s staff; MA To Kim Lien, Director of Center for Education and
Development (CED); Ms. Bui Linh Chi – Officer at Legal Department of Vietnam
Chamber of Commerce and Industry (VCCI); leaders and staff of VCCI branches in
Nghe An, Da Nang, and Khanh Hoa; leaders and staff of 46 enterprises who have
helped during the direct interview process in Nghe An, Hue, Da Nang, Khanh Hoa and
Binh Dinh; participants of the Training Program, resource trainers of the Project and
various experts in the area of disaster risk.

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EXECUTIVE SUMMARY
Project “Strengthening the Public-Private Partnership in Disaster Risk
Management and Community Resilience in Vietnam“, funded by USAID, is
implemented by The Asia Foundation (TAF) in collaboration with Vietnam Chamber
of Commerce and Industry (VCCI) and Center for Education and Development (CED)
from March 2011 to March 2013 (2 years) in 5 provinces/cities: Nghe An, Hue, Da
Nang, Khanh Hoa and Binh Dinh. The Project consists of two Components with the
overall objectives being (i) the capacity to deal sustainably and effectively with
disasters built through strengthening the public-private partnerships for disaster risk
management (DRM); (ii) capacity of small and medium enterprises (SMEs) enhanced
to prepare for and respond to disasters; and (iii) corporate social responsibility (CSR)
initiatives promoted for mitigation of disaster risk.
Regarding the content of actions, while Component II focuses on promoting
social responsibility of enterprises in DRM, Component I concentrate on capacity
building, raising awareness and increased understanding of enterprises in DRM. After
18 months of implementation from March 2011 to September 2012, TAF and its
partners have completed the Training Program on DRM for enterprises under
Component I, including a Training Kit of training materials/curriculum on DRM for
enterprises and training workshops/workshops provided to hundreds of enterprises in
five Central Region provinces of the Project cover area. In order to implement the
monitoring and evaluation (M&E) plan on Project activities to obtain practical
experience and lessons learned for further improvement of the training program on
DRM for enterprises in the next period of the Project, TAF liaises with the Consultant
to conduct this impact evaluation on the mentioned program.
Objective and Method of Evaluation
The objective of this evaluation is to evaluate/assess the contribution of the
Training Program on DRM for enterprises in 2011-2012 to the enhancement of SME
capacity to response effectively and sustainably to disasters, at the same time assess
the possibility to promote corporate social responsibility initiatives in this subject area.
In order to achieve this objective, the evaluation process will focus on the
following specific aspects:
i) The processes of design, development, organisation of implementation and
the outputs of training workshops: this includes compilation of Training Kit with
training curriculum/contents, training of resource trainers, setting criteria for
participant selection, the actual number of participating enterprises and individuals;
ii) Relevance evaluation: on the training curriculum/contents, agendas, training
materials to the training need assessment’s outcomes, the extent of meeting criteria on
the composition of invited participants;

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iii) Effectiveness evaluation: this includes changes in skills, understanding and
attitude of the participants, the evaluation of those participants about the training
program, the extent that participants still remember the training contents after a while;
iv) Impact evaluation: on the extent of application of knowledge and skills
learned to DRM planning at the participants’ enterprises, the ability and extent to
apply the learned knowledge to the practice of disaster risk prevention and response at
the enterprises;
v) Sustainability evaluation of the Training Program reflected in the ability to
continue training activities on DRM
During the evaluation process, the Consultant applies the comprehensive
information approach: the information used in this report was collected through
analysis of documents and databases available, as well as by means of survey
questionnaire forms and in-depth interview with enterprises and related people. The
survey forms were sent to 466 participants and 149 forms were returned (approx. 40%)
with full answers, from 108 males and 41 females, consisting of 35 heads of
enterprises (23.5%); 62 heads of departments/units in the enterprises (41.6%); 52
staff/employees (34.9%). The Consultant also went to field trips and conducted direct
face-to-face interviews at 36 enterprises in 4 provinces (Nghe An, Da Nang, Hue,
Khanh Hoa), conducted phone interview with 10 enterprises in Binh Dinh and Da
Nang. Among the interviewees there were 36 heads of enterprises, 10 heads of
departments/units, 45 participants and 43 non-participants. Seven VCCI staff and 11
resource trainers who delivered training at enterprise training workshops also gave in-
depth interviews.
Main results of the Training Program
TAF is the agency in charge of the Project funded by USAID and is responsible
for the overall program design, planning and coordination of Project activities. TAF
participates and provides technical support to partners and experts when needed,
conducts monitoring, quality assurance and evaluation of the Project performance.
TAF manages and coordinates activities, programs of the Project in accordance with
the Letters of Agreement and Contracts signed between TAF and partners and external
consultants/experts. Overall, this Training Program has achieved the objectives set in
the original proposal of the Project. With frequent active support and technical
guidance of TAF, Project partners VCCI and CED have accomplished all the program
activities, in particular:
- Need Survey and Assessment: survey forms were sent to 1,000 enterprises
(19.1% responded) while in-depth interviews were conducted at 51 enterprises and 9
related organizations in 3 provinces Nghe An, Da Nang and Khanh Hoa. The survey
revealed that enterprises in the above 3 provinces faced very high disaster risk, with

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storms being the most popular disaster type, followed by floods. High risk is mainly
found with workshops/factories/storages – 41.18% and products/goods – 35.30%.
However most of enterprises are either not yet ready to deal with the above risk or lack
the knowledge and skills needed for DRM and have limited financial and other
resources for it. The need for DRM therefore is huge (100% of enterprises at the direct
interviews and 86.91% through survey forms).
- Compilation of Training Kit: A comprehensive training kit was compiled to
provide the common knowledge framework of DRM, tailored to the specific needs of
enterprises.
- Development of resource trainers: Based on the results of 3 TOT workshops
(5 days per workshop) with 62 participants from Nghe An, Da Nang and Khanh Hoa,
TAF and its partners have established a core group of resource trainers consisting of
20 most suitable participants, coming from VCCI, enterprises, NGOs and local disaster
risk management authorities. Later, with TAF and CED support, those trainers
provided training workshops on DRM to enterprises in 5 project provinces in 2011 and
2012.
- Organisation of training events for enterprises: 16 training workshops were
organized for 466 participants from 340 enterprises and 21 related agencies. The actual
composition of participants generally meets the criteria set for participant selection, in
particular: female participants are 156/466 or 33.5%; participants being heads of
enterprises and their departments/units are 56.2%. All types of enterprises were
present at the training workshops: State-owned enterprises, joint-venture, stock
companies, limited companies, private companies and related organizations/agencies.
Relevance and Effectiveness of the Training Program
The evaluation shows that most of the participants think of the training materials
and contents as relevant and useful to their enterprises. Post training evaluation shows
that more than 98% of participants think the knowledge they have learned is relevant
and useful. According to the results of the evaluation survey made in November 2012,
145/149 participants (97.3%) find the training workshops very useful for the DRM
works at their enterprises. The 2-day duration per workshop is considered as
appropriate. The composition of participants is very close to the target of the Project
with 56% being leaders of enterprises. The types of participating enterprises are quite
diversified, with more in the two groups of joint-stock and limited companies - 43.3%
and 39.3% respectively.
The Training Program has contributed to raise the awareness, provide skills and
change the attitude of participants regarding the DRM job at enterprises. According to
the extent of awareness of participants post training 2012, the average score on 10
DRM related contents of 242 participants has increased by 2.59 (from 5.48 to 8.07).

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The results from analysis of information gathered from 149 survey forms show that
majority of participants do still remember the contents they learned from the training
(more than 80%).
The impact of the Training Program has spread to non-participants as well
through participants’ exchange and sharing. Most of the participants reported to their
bosses and shared/distributed the training materials on DRM with their colleagues.
Almost 100% of enterprises organised the knowledge sharing on DRM to key staff at
their weekly exchange meetings.
In-depth interviews in the 5 surveyed provinces also reveal that most of
participants from enterprises confirm the usefulness and practicality of the training
contents. The Project has succeeded in helping SMEs to raise awareness of the
importance of the work of DRM at enterprises and gain fundamental knowledge and
skills in this area.
Impact of the Training Program
The awareness of enterprises in prevention and mitigation of disaster risk has
been enhanced significantly, shifting from “passive” to “active”. The work of DRM at
enterprises has received more attention and become more systematically handled. The
cooperation and mutual support in this area is also improved. Results from information
collecting forms from 149 enterprises show that 62.4% have established the in-charge
duty team; 65.1% have a clear duty assignment table in case of storms and floods;
64.4% have a list for spare equipments and supplies/materials. However insurance
against disaster risk is still unpopular, with only 29.5% have bought it, mostly in Da
Nang.
Majority of enterprises apply the knowledge learned to supplement and adjust
their plan or make a new one for disaster risk response. In-depth interview at 45
enterprises shows 29/45 enterprises (64.4%) have such a plan now, comparing with
only 5/45 (11.1%) before the training.
The implementation of that plan is however deployed to various extents, from
using simple methods such as reinforcing the premises to investing in more advanced
equipment and building new premises. In particular, Ngon Hai Dang JS Co. in Da
Nang can serve as a very good example for applying new knowledge learned to
response effectively with storms and floods.
Sustainability of the Training Program
The evaluation finds that the training need related to DRM for enterprises is still
huge. Among 43 interviewed non-participants, 91.17% responded that they wished to
have chance to participate in a similar program. At the same time, most of the
participants wish to get a more in-depth, advance training on DRM. Without financial

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support, organisation of DRM training workshops for enterprises will be difficult.
There are however several initiatives proposed to solve this problem, such as integrate
this training into other activities, diversifying training modes, establishing e-network
for sending out the training materials; continuing to develop the core group of resource
trainers, etc.
Limitations of the Program
The DRM Training Program for SME in several Central Region coastal
provinces is the first project in the area of disaster prevention targeting enterprises. For
that reason it can not be without certain limitations. Among nearly 500,000 SMEs
throughout the whole country, only 340 enterprises so far have been trained in DRM.
The training curriculum is able to provide the framework of general knowledge about
DRM only, but not specific enough for each business sectors such as manufacturing,
trading and service providing, and not taking into account the (natural) conditions of
each geographical area; The practical part of training on techniques/skills to handle
with flood consequences or reinforce the premises, move during storm/heavy rain, etc.
is not enough for the demand. Therefore the application of knowledge to the practice
of DRM at enterprises is still limited. The Program also lacks the presentation of good
practices and examples in DRM at enterprises in Vietnam, lack in-depth
knowledge/experience on DRM in other countries in the region for participants to
study and replicate.
Recommendations
Based on the results obtained from the evaluation process of the Training
Program, notes taken from people met and given the context in Vietnam as well as the
general trends in the society, the Consultant would like to make the following
recommendations:
1. USAID continue to support the training and capacity strengthening activities on
DRM for SMEs in the central region coastal provinces as well as other localities
facing the highest disaster risk in Vietnam;
2. Improve further and deepen the Training Kit to fit the needs of different business
sectors (manufacturing, trading and service), taking into account the specific
industry and geographical characteristics; provide more templates for detailed
planning, provide practical examples for easier application by enterprises;
summarize and integrate all the available training materials into a single guidebook
on DRM for enterprises for easier understanding and simpler reference;
3. Provide more in-depth training workshops to enterprises, focusing on the industries
being more likely affected by disasters. The training should give more room for
practical application, exchange of experience within the country as well as with the
abroad. The best time to conduct training is probably at the beginning of the year,

11
just before the storm/rain season so the enterprises can apply immediately the
knowledge they have learned to their practice.
4. Continue to foster and develop the core group of DRM resource trainers;
5. In order to enhance the ability to apply the knowledge and skills on DRM at
enterprises, it is suggested to conduct a survey to identify successful enterprises in
prevention and mitigation of disaster risk in Vietnam, to draw practical solutions
and lessons learned for introducing to other enterprises; support to build DRM
models for selected enterprises representing different industries/sectors and share
the experience with other enterprises;
6. In order to ensure the sustainability of the Training Program outcomes, it is
suggested that the work of DRM education and communication should be
enhanced to raise awareness of the business community in Vietnam in general and
in coastal provinces in particular. In addition to training workshops for enterprises,
various channels for knowledge transfer and dissemination should also be explored
such as conferences, exchange forums, sharing information through Internet,
filming/video making, establishing partnership with relevant agencies, etc. TAF
and VCCI should seek opportunities and coordinate with enterprise training and
supporting centers, the Government Program on disaster prevention and response
for the business community, education centers at universities, NGOs working in
DRM area to integrate the DRM contents in this Training Program into their
activities.
I. INTRODUCTION
1.1. Background
Vietnam territory is stretching alongside the sea and the country has complex
climate conditions making it highly vulnerable to the unfavorable weather changes.
According to the recent report “World Disaster Risk Index”1
just released on the
occasion of International Day of Disaster Mitigation, Vietnam is in the list of the states
with the biggest population falling into high risk group (estimated 7 millions). In the
face of more and more unfavorable trends of climate change and increasing number of
natural disasters directly affecting the country, beside the official efforts, the business
sector, being an integrated part of the community, has also been effectively mobilized
in the common work of disaster damage mitigation.
By 01/01/2012, the country has 541,103 business enterprises legally registered.
If taking out uncertified (impossible to identify) enterprises, the total number of
1
The report was conducted within the framework of the cooperation between GADW, Germany and the Institute
for Environment, Human Security and Natural Reserve of the UN University.

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enterprises operating in the economy is 448,3932
. Enterprises have been contributing
hundreds of billions Dong to the civil societies and charity organizations. Only the
Disaster Prevention Fund for the Central Region has received 100 billions from
enterprises for supporting people in the disaster and flood areas. It is well noted that
enterprises have been providing significant resources for mitigation of disaster burdens
for the society.
It is however also noted that the level or extent of readiness/preparedness at the
very enterprises in Vietnam is quite low, especially among SMEs.
According to the Vietnam Association of Small and Medium Enterprises
(VINASME), 96% registered enterprises in Vietnam are small or medium enterprises.
With such a weight, SMEs play very important roles in the country’s economy while
contributing up to 40% of the country’s GDP. Being located throughout all the
provinces and cities of the country, these enterprises create millions new jobs every
year, especially for the untrained local workers, thus being main pillars for the local
economies. One study on 3 provinces Nghe An, Da Nang and Khanh Hoa3
reveals that
although many enterprises do suffer from disasters, their preparedness and activeness
in disaster response is still low, for instance 79% of enterprises only pay some
attention to the work on disaster prevention and response but do it in an unplanned
manner (they either don’t have a plan or have one but without sufficient allocated
resources to implement it). In particular 5% of enterprises totally ignore it and don’t
recognize the necessity of disaster prevention work. Therefore it can be concluded that
SMEs really need a support in this area.
Recognizing that shortage, TAF with the financial support from USAID has
developed Project “Strengthening the Public-Private Partnership in Disaster Risk
Management and Community Resilience in Vietnam“. TAF coordinates with VCCI
and CED to implement this Project. The main target group of the Project is SMEs in
provinces Nghe An, Hue, Da Nang, Khanh Hoa and Binh Dinh. This Project is DRM
initiative in Vietnam targeting SMEs and that is the main distinguished feature of this
Project with other DRM projects run by Government and NGOs in Vietnam, where the
target groups usually being risk bearing population communities. This Project is to be
implemented in 2 years, from March 2011 to March 2013 with the overall objectives
being (i) the capacity to deal sustainably and effectively with disasters built through
strengthening the public-private partnerships for disaster risk management (DRM); (ii)
capacity of small and medium enterprises (SMEs) enhanced to prepare for and respond
to disasters; and (iii) corporate social responsibility (CSR) initiatives promoted for
mitigation of disaster risk.
2
Report on revised number of enterprises in 2012 – General Statistics Office (GSO)
3
Evaluation report on the risk level and ability of SMEs in disaster response in Nghe An, Da Nang and Khanh
Hoa – TAF - 2011

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In order to achieve the above objectives, the Project is designed consisting of
two Components as follows:
Component I: Enhancing capacity for SMEs in disaster prevention and
response, with following specific activities:
- Compile Training Kit on DRM;
- Organise 3 TOT workshops on DRM at enterprises in 3 provinces Nghe
An, Da Nang and Khanh Hoa;
- Organise enterprise training workshops on DRM planning and handling
disaster risk at SMEs;
- Build a website on DRM at enterprises.
Component II: Strengthening coherence and linkage of the private sector in
DRM through corporate social responsibility, with following specific activities:
- Compile a guidebook on effective charity work for enterprises;
- Develop a communication program and media campaign;
- Support enterprises to realize their initiatives for mitigation of disaster risk
to the community.
Before carrying out activities planned in Component I, the Project has
conducted a survey and DRM need assessment among SMEs in Nghe An, Da Nang
and Khanh Hoa. Based on the result of that, the Project has developed a training
program and made training curriculum to strengthen capacity of SMEs in DRM. After
18 months of implementation (from March 2011 to September 2012) the Project has
completed all the activities under Component I, including the DRM Training Program
and continues to implement activities under Component II. This Training Program has
been accomplished with the following concrete outputs: a Training Kit; 3 TOT
workshops (5 days per workshop); 6 additional classes to trainers; 1 reinforcing
workshop to guide trainers in providing training further to enterprises, 16 training
workshops for enterprises with 466 participants from 5 provinces/cities (189
participants in 2011 and 277 participants in 2012).
From October 2012 to December 2012, TAF collaborated with an independent
consultant to conduct impact evaluation on the DRM Training Program during the
period from August 2011 to September 2012 in order to assess the level of
achievement of the Program, the impact of the Program on the actual DRM work at
enterprises and provide recommendations for the next period (see Annex 1: TOR)
1.2. Objective and scope of the evaluation
The objective of this evaluation is to assess the contribution of the Training
Program to the achievement of overall objectives of the Project and the impact of the

14
DRM Training Program implemented in 2011-1012 on enhancing the ability of SMEs
to response to disaster effectively and sustainably through promoting public-private
partnership in DRM, strengthening the capacity of SMEs in the preparedness of
disaster response and promoting CSR initiatives; to give recommendations for
necessary adjustments/amendments to improve the Training Program in the next
period, as well as other recommendations towards enterprises to strengthen their DRM
work.
In order to achieve this objective, the evaluation process will focus on the
following specific aspects:
i) The processes of design, development, organisation of implementation and
the outputs of training workshops: this includes compilation of Training Kit with
training curriculum/contents, training of resource trainers, setting criteria for
participant selection, the actual number of participating enterprises and individuals;
ii) Relevance evaluation: on the training curriculum/contents, agendas, training
materials to the training need assessment’s outcomes, the extent of meeting criteria on
the composition of invited participants;
iii) Effectiveness evaluation: this includes changes in skills, understanding and
attitude of the participants, the evaluation of those participants about the training
program, the extent that participants still remember the training contents after a while;
iv) Impact evaluation: on the extent of application of knowledge and skills
learned to DRM planning at the participants’ enterprises, the ability and extent to
apply the learned knowledge to the practice of disaster risk prevention and response at
the enterprises;
v) Sustainability evaluation: this report will analyze the ability to maintain and
develop the core group of resource trainers; the ability of enterprises to plan for
disaster prevention and response and to manage its implementation; the ability of
VCCI branches and enterprises to self-finance future DRM training activities.
II. EVALUATION METHODOLOGY
The evaluation method, the contents and evaluation indicators have been agreed
between the Consultant, TAF and Project partners to ensure the relevance, logics and
accuracy of the evaluation results and the smoothness of the evaluation process. The
main steps of the evaluation are: (i) Collect, study, analyze the available data; (ii)
Collect additional information necessary for the assessment through means of
information inquiry forms, phone interviews and in-person meetings with heads of
enterprises or departmental heads of enterprises, participants and non-participants,
VCCI staff in Hanoi and provinces, resource trainers; (iii) Analyze and summarize the

15
information and data obtained from various sources and write the final evaluation
report.
Specific methods utilized in this evaluation report are:
2.1 Comprehensive approach
The impact of the Training Program is reflected in the contribution to the
achievement of the overall objectives as mentioned above. The concrete results are
assessed based on the following criteria: (i) relevance and effectiveness; (ii) impact;
(iii) sustainability.
- Relevance: how relevant is the Training Program to the requirements of the
individual jobs and the enterprises;
- Effectiveness: how the application/use of knowledge and skills gained from
training activities has increased the effectiveness of each individual work and the
effectiveness of enterprise work as a whole on disaster prevention and risk
mitigation;
- Impact: what are positive changes noticed in DRM work at enterprises as a result
of training activities;
- Sustainability: what is the possibility that the training activities will be able to
continue after the Project expires.
During the process, the Consultant worked directly and independently with
relevant parties, including TAF, VCCI and CED to have overall understanding of the
project activities in general and the project training activities in particular. The above
parties also suggested to the Consultant the focal points for further contact at each
province where the training activities took place. Later, the Consultant collaborated
with the above focal points to collect additional information and take note of their
opinions during the process of evaluation.
The outcomes of the evaluation are based on information from all sides by
means of discussions with different people/groups to test/cross check the previously
collected information and the Consultant’s own analysis. Information received from
quarterly reports at VCCI and CED was reviewed, analyzed, and then compared with
the final evaluation results. The results of the Training Program implemented by TAF
in collaboration with VCCI and CED were looked at from two aspects: (i) the work of
organizing training events and (ii) the benefits from training events received by SMEs.
2.2 Method of information collection for evaluation
Collection, study and analysis of data
Documents collected and studied for evaluation include: (i) Letters of
Agreement between TAF and VCCI, TAF and CED; (ii) Business enterprise training

16
need evaluation report; (iii) All compiled training materials; (iv) Outcome reports of
TOT and enterprise training workshops; (v) Pre- and post evaluation forms of training
workshops; (vi) VCCI’s and CED’s regular progress reports; (vii) Information
extracted from the website on handling with disaster risk/disaster response, which is
created and managed by VCCI as well as other relevant materials.
Collection of information by sending out the Information Inquiry Forms to
enterprises and participants at the training workshops
The Information Inquiry Forms were designed and revised based on the
comments from TAF, VCCI and CED (Annex 2: Information Inquiry Forms). These
forms were sent to 466 participants by e-mail and post. 149 participants have returned
their forms fully filled-in with required information, among them there were 108 male
and 41 female participants (Figure 1), including: 35 heads of enterprises; 62 heads of
departments in the enterprises; 52 officers/staff (Annex 3: List of participants
answering the information inquiry forms).
Figure 1: Gender composition of participants to answer
in the information inquiry forms
(Source: Summary of statistics from information inquiry forms in Nov 2012)
Collection of information through phone
When the participants did not received the form for any reasons or for time
saving, phone interview was conducted instead to ensure a critical mass of information
to be collected. Phone interviews were done with 11 participants, 9 heads of
enterprises and 2 heads of departments in enterprises in Binh Dinh and Da Nang.
Collection of information through face-to-face interview with enterprises
Based on the feedbacks from participants in several fully filled information
inquiry forms and tentative phone interviews, the Consultant has designed different

17
forms for in-depth interview with heads of the enterprises, where participants come
from, as well as with non-participants. (Annex 2: Information Inquiry Forms).
Enterprises were randomly selected for in-depth interview from the lists of
training classes, as long as they met the following criteria:
- Have participants in training workshops in 2011 and 2012;
- Be SME;
- Represent various business sectors such as manufacturing, trading and
services;
- Participants are both leaders/managers and staff;
- Gender balance.
In each enterprise, the head is the main target for interview. In addition to that,
at selected enterprises, both participants and non-participants were also interviewed.
The Consultant conducted face-to-face interview with enterprises in 5
provinces: Nghe An (7-9/11/2012), Da Nang (19-21/11/2012), Hue (21-23/11/2012)
and Khanh Hoa (24-27/11/2012). TAF requested that at least 5 to7 enterprises be
interviewed in-depth in each Project province. But the Consultant has worked and
exchanged views in total with 46 enterprises (more than 9 enterprises per province in
average). There are 36 heads of enterprises, 10 heads of departments in the enterprises
and 45 participants who have given interview. In addition to that 43 non-participants
(colleagues of the participants) at selected enterprises were also invited to take part in
the interview. (Annex 4: List of face-to-face interviewees).
Collection of information through in-depth interview with VCCI staff
VCCI is implementing partner responsible for the implementation of the Project
training activities. The in-depth interview with VCCI staff focused on a number of
issues including the criteria for selection of participants for each training workshop;
the ways of conducting these training activities, post-training feedbacks of participants
and enterprises, comments/evaluation of the impact of the training program and the
ability to maintain and develop further these activities after the Project expire. There
are in total 7 VCCI staff in Hanoi and provinces interviewed by the Consultant.
Collection of information through in-depth interview with resource trainers
The core group of resource trainers consists of 20 people, who are selected from
62 participants in three TOT workshops in Da Nang, Khanh Hoa and Nghe An. They
are mainly VCCI staff and employees at the local enterprises. The in-depth interview
with the trainers aims to assess the relevance of the Training Kit, the activeness of
trainers in persuading heads of their enterprises to develop a plan for disaster
prevention and response; their ability to participate in future training workshops and

18
suggestions for maintaining and developing this group of resource trainers in the
future. In total 11 resource trainers in 4 survey provinces were interviewed.
Figure 2: Composition of in-depth interviewees by gender
(Source: Summary of statistics from information inquiry forms in Nov 2012)
Male/Female
Information/Data Processing and Analysis
Based on diversified information about training workshops provided by TAF,
VCCI and CED, the results of the Training Program are analyzed, summarized and
evaluated in-depth for good overview of DRM training activities for enterprises.
Next, information inquiry forms sent by e-mail or post are the second
information source to be summarized and analyzed in term of effectiveness and impact
of the Project on DRM works at enterprises.
Results obtained from face-to-face in-depth interview with enterprises,
provincial VCCI staff, trainers as well as non-participants are additional important
sources for analysis, summary and evaluation, and further integration with the above
information sources.
The report is written in accordance with the agreed outline and based on the
Consultant’s analysis of findings. From that, recommendations are given related to the
work of disaster prevention and response at SMEs for the next Project period.
III. OVERVIEW OF DRM TRAINING PROGRAM
3.1 Arrangements for management and implementation of DRM Training
Program within the Project framework

19
The Asia Foundation (TAF) is the executive body of the Project, responsible
for the design of the overall program, planning and coordination of Project activities.
TAF participates and when necessary provides technical assistance to VCCI, CED and
other experts, monitor and ensure quality, evaluate the performance of the Project.
Based on the common work plan and the assessment of roles and capacity of relevant
organizations/agencies, TAF manages and coordinates activities as guided by Articles
in Letters of Agreement and the Contracts it signs with partners and consultants.
Center for Education and Development (CED) is the main partner of TAF in
implementation of activities for DRM capacity building for SMEs in the Project
provinces. CED implements the following key activities:
Conduct training need assessment for SMEs on DRM;
- Design the curriculum of the training program;
- Compile Training Kit for DRM at enterprises;
- Organize TOT workshops and select resource trainers, support trainers in
delivering training workshops to enterprises;
Vietnam Chamber of Commerce and Industry (VCCI) is the main Project
partner in implementation of the Training Program, from training need assessment,
design and organization of DRM training events for SMEs, to post-training evaluation.
3.2 Results of DRM Training Program
Capacity building and training activities for SMEs in the period 2011-2012
include: (i) Training need assessment; (ii) Compilation of Training Kit; (iii) Three (3)
TOT workshops and six (6) additional, enhancing workshops for trainers; (iv) 16
enterprise training workshops with 466 participants from 5 provinces/cities Nghe An,
Hue, Da Nang, Khanh Hoa and Binh Dinh; (v) One workshop for guiding resource
trainers on DRM training.
3.2.1 Training need assessment:
As this is one of the very first training programs on DRM for enterprises in
Vietnam, since the first stage, TAF has collaborated with VCCI and CED to conduct a
survey on preparedness of enterprises and training need assessment in DRM in three
provinces Nghe An, Da Nang and Khanh Hoa. The survey aimed to draw an overall
picture about the preparedness of local enterprises to response to disasters and to
identify suitable contents and program for capacity strengthening in enterprises to
response to disasters based on the following specific assessment criteria: (i) Assess
the risk level faced by enterprises in the above three provinces; the awareness of
enterprises, the preparedness of enterprises and their ability to response to disasters ;
(ii) Identify the specific training needs and capacity building for SMEs in DRM. The
survey focuses on 3 target groups, namely : (i) operating SMEs; (ii) Business

20
associations and VCCI branches at the localities; (iii) State authorities on DRM from
central to local levels.
The survey was conducted in a number of ways, including desk review, sending
questionnaire to 1,000 enterprises, conducting in-depth interview with 51 enterprises
and relevant organisations/agencies in the above three provinces. The findings from
the survey revealed that regardless of huge lossess caused by disasters every year the
work on DRM at enterprises in the 3 survey provinces was still inadequate, most of
enterprises were not well prepared for disaster response or didn’t know how to
response to them effectively.
3.2.2 Compilation of Training Kit
Based on the outcomes of the training need assessment, and having integrated
comments from TAF and VCCI, relevant experts and organizations, CED has
designed, developed and finalized two volumes of training materials – one for TOT
and the other for enterprise training. As quoted from one of opponents experts: “This
is the first complete training kit on DRM for enterprises in Vietnam. It is really useful
and comes on time to meet the practical need of enterprises”. This Training Kit
comprises of:
- A Guidebook for enterprises: introduce the basic concepts of DRM at the
enterprises; provide necessary information for enterprises to develop their plan
for disaster prevention and response.
- A Handbook for planning of disaster prevention and response: provide all
necessary forms and templates for reference and use by enterprises;
- A Handbook for recovery: guide on the post-disaster actions
- A Handbook for employees and their families: provide detailed guide to
families to ensure their own and property safety during the natural disasters;
- Reference Materials for trainers: Provide additional concepts and knowledge
about DRM. These are collected based on available documents in the area of
DRM in Vietnam and modified to fit the need of SMEs.
This Training Kit also uses DRM materials available in other countries in the region as
well as in the world. It then was used as pilot in three TOT workshops and 6
enterprises training workshops in three Project provinces in 2011. Since this is the first
DRM Training Kit of this kind, TAF and its partners have further developed and
finalized it based on the results of the pilots and comments/feedbacks from participants
and experts. The revised Training Kit was finalized and printed in early 2012 and
distributed to participants in 2012 training workshops.
3.2.3 Design and organization of TOT workshops

21
In order to develop a team of resource trainers well equipped with DRM
knowledge and skills, who are able to guide and train enterprises, a TOT program was
designed following the outcomes of the training need assessment. The content of the
training focuses on the following: Introduction of the DRM procedures and processes;
DRM planning at enterprises; Post disaster recovery plan; Building training capacity
for enterprises. This training program was implemented from September 2011 to July
2012 in three provinces Nghe An, Da Nang and Khanh Hoa. In total 3 TOT workshops
and 6 additional, reinforcing workshops were delivered to the resource trainers and
one workshop was organized to guide, evaluate and draw lessons for trainers before
the second round of training i.e. for enterprises, take place (see Table 1: Summary of
TOT workshops). Below are specific outputs of this activity:
- Three TOT workshops were conducted, in 5 days each, on “DRM for SMEs”
with 62 participants in total. After these workshops, 20 participants or 32.2%
were selected as qualified for becoming further trainers/tutors. The TOT
workshops have equipped those trainers with fundamental knowledge and skills
for DRM at enterprises, supported them to edit the training materials for
guiding and training back to their enterprises.
- In order to reinforce and advance the knowledge and skills learned, improve
and finalize the contents, methods, training materials for enterprise training
workshops, three (3) workshops “Re-training resource trainers” (one day per
province) with the participation of 20 selected trainers/tutors were conducted in
October 2011. After the first round (3-4 November 2011) with three enterprise
training workshops, a workshop for further guiding trainers was organized in
Da Nang in 18 November 2011 with the purposes of sharing and exchange of
training experience and DRM practices among trainers/tutors, providing more
support to these resource trainers to edit their training materials to fit the actual
needs, at the same time to finalize the contents of training, select and assign
resource trainers to deliver training to local enterprises.
- In 2012 - the second year of the Project, TAF selected 17 most suitable trainers
and organized 3 additional training workshops (2 days per each workshop) for
them in three provinces in June and July 2012. The objective of these
workshops was to reinforce and advance the knowledge and skills for those
resource trainers, continue to guide and support them to conduct training
workshops for enterprises in 2012.

22
Table 1: Summary of TOT workshops
Province/City Duration
Number of
participants
Number of
participants
selected to
become
trainers
TOT workshop “DRM at SMEs”
Nghe An 26/9-30/9/2011 22 8
Da Nang 5/9–9/9/2011 20 6
Khanh Hoa 19/9–23/9/2011 20 6
The results of post TOT evaluation are: (see more in Annex 5: Tables of data
summaries)
- In term of the training contents: Out of 52/62 responded before and after the
training workshop, 46% ranked the content as highly relevant, 54% ranked as
relevant. Below is the summary of the content evaluation of TOT program in
three provinces (Figure 3).
Figure 3: Results of trainers’ evaluation on TOT program content
(Source: Summary of pre- and post training evaluation forms of TOT workshops in 2011)
- In term of the training methods: Participant-centered method was applied and has
stimulated active participation of 94.2% of participants in the classes (see Figure
4).

23
Figure 4: Results of trainers’ evaluation on TOT methods
- In term of the possibility to apply to the enterprise practice: 40% of trainers think
that the training content can be very well applied to the practice of their works,
52% think that the chance is good and only 8% think that the chance of application
to their enterprise practice is moderate. Details of the possibility to apply the
knowledge learned to the enterprise practice in each province are given in Figure 5
below.
Figure 5: Results of trainers’ evaluation on the possibility to apply the learned
knowledge to the practice

24
- In term of the change/increase in DRM knowledge and skills after the training: In a
scale from 0 to10 reflecting the level of knowledge from nothing to all, the results
of post training evaluation show that in comparison with pre-training baseline, the
level of understanding of trainers about DRM topics at enterprises has improved
remarkably after training (see Figure 6).
Figure 6: Changes in the level of knowledge and skills of trainers
(1.The importance of the work on disaster risk prevention
2. Several concepts and principles of disaster risk prevention
3. Cycle of DRM at enterprises
4. Disaster risk assessment in enterprises
5. Planning for business continuity
6. Developing and testing plan/options of moving and hiding at enterprises
7. Protecting documents and database of enterprises
8. Information and Communication Strategy Making
9. (Emergency) plan for employees
10. Contingency plan for clients and suppliers
11. Risk evaluation and disaster insurance options
12. Keeping contact with the community, enterprises, authorities (e.g. police, etc)
13. Corporate social responsibility (CSR) in DRM
14. Measures for disaster risk mitigation/reduction
15. Methods to integrate DRM into usual business plans)

25
The knowledge and skills of trainers were significantly improved after the
training. The average score of 15 evaluation points on 52 participants increased by 3.3
(from 4.4 to 7.7). In particular, content “Cycle of DRM at enterprises” gained the
highest increase (by 4.4) while content “CSR in DRM” gained the lowest increase (by
1.7).
3.2.4 Training workshops for enterprises “Planning and maintaining business
activities during disaster”
From November 2011 to August 2012, TAF supported VCCI in organizing 16
enterprise training workshops for 466 participants from SMEs and relevant
organizations in 5 provinces/cities Nghe An, Hue, Da Nang, Khanh Hoa, Binh Dinh.
Among the participants, 23 % were heads of enterprises (directors/vice directors), 33%
were heads/vice heads of departments/units within enterprises, and 44% were staff of
enterprises. In 2011 six enterprise training workshops were conducted for 189
participants in Nghe An, Da Nang, Khanh Hoa. In 2012, the Project expanded the
training activities to enterprises in two more provinces Hue and Binh Dinh, and
conducted 10 more training workshops for total 277 participants from enterprises in all
5 provinces (see Table 2: Summary of enterprise training workshops in 2011-
2012).
The Training Program has systematically equipped participants with knowledge
and skills necessary in: (i) The fundamental concepts of DRM; (ii) The meaning and
importance of DRM planning; (iii) Assessing the disaster risk level faced by the
enterprises; (iv) Making disaster risk response plan for the enterprises; (v) Suggestions
of contingency plan/options for business continuity during the disaster. In particular, at
these training events, participants can exchange information and share experience in
their work on disaster risk prevention at their enterprises.
Table 2: Summary of training workshops for enterprises in 2011-2012
No. Province/city Workshop Duration
Number of
participants
1
Nghe An
Workshop 1 3-4/11/2011 25
2 Workshop 2 28-29/11/2011 35
3
Da Nang
Workshop 1 3-4/11/2011 32
4 Workshop 2 23-24/11/2011 41
5
Khanh Hoa
Workshop 1 3-4/11/2011 29
6 Workshop 2 22-23/11/2011 27
Total number of participants in 2011 189

26
7
Nghe An
Workshop 1 14-15/8/2012 22
8 Workshop 2 16-17/8/2012 23
9
Da Nang
Workshop 1 16-17/7/2012 31
10 Workshop 2 14-15/8/2012 35
11
Khanh Hoa
Workshop 1 25-26/7/2012 29
12 Workshop 2 8-9/8/2012 25
13
Hue
Workshop 1 7-8/8/2012 27
14 Workshop 2 9-10/8/2012 31
15
Binh Dinh
Workshop 1 21-22/8/2012 30
16 Workshop 2 23-24/8/2012 24
Total number of participants in 2012 277
To assess the effectiveness of these training workshops, the Consultant
analyzed and summarized the post training evaluation forms of 133/189 participants in
2011; pre-training forms of 251/277 participants and post-training evaluation forms of
242/277 participants in 2012. The results obtained are as follows:
- In term of the training contents
According to the summary of pre-and post training evaluation forms in both 2011 and
2012, most of participants find the substantive contents they have learned very
practical and useful for themselves, and help them to do a better job at their enterprises
(see Figure 7). In particular:
• In 2011, 99.5% of participants think that the training content as very relevant
or relevant to them. Only 0.5% of participants find it not relevant. Provincial
rating “very relevant” and “relevant” are: Da Nang: 97.4%; Khanh Hoa and
Nghe An both 100%.
• In 2012, more than 99.1% of participants find the training content “very
relevant” and “relevant”. Figures by provinces are: Da Nang: 95%; Nghe An,
Hue, Binh Dinh and Khanh Hoa all 100%. Only 0.3% of participants find the
content “relevant to some extent” to them and 0.6% finds it “not relevant at
all”.

27
Figure 7: Results of enterprise training content evaluation in 2011-2012
(Source: Summary of pre- and post training evaluation forms for enterprise training)
- In term of application to the practice
According to the summary of data collected from evaluation forms at 6
enterprise training workshops in 2011, 42/133 (31.6%) participants confirmed that
they could apply what they had learned to the practice at their enterprises. 58.6%
responded that they could apply to some extent. Only 9.8% found it difficult to apply
at their enterprises (see Figure 8).
Figure 8: Evaluation results on application to the practice
(Source: Summary of pre- and post training evaluation forms for enterprise training)

28
- In term of changes in knowledge and skills
Figure 9: Evaluation results on changes in knowledge and skills after training
(Source: Outcome summary of DRM training for enterprises in 2012)
(from the near top on the right, clock wise:
Fundamental concepts in DRM (natural disasters, risks, disaster response, etc)
Cycle of planning for disaster prevention and response at enterprises
Measuring/assessing the disaster risk at enterprises
Making emergency plan for employees’ evacuation
Making plan for moving and protecting assets/property
Making emergency plan for maintaining communication and contact in disaster situation
Making contingency plan/options for clients and suppliers
Developing the training plan and rehearsal in disaster situation
Developing post disaster plan for recovery and reconstruction
Benefits of DRM at enterprises)
Knowledge and skills of participants on DRM at enterprises have been improved
significantly after training. The average score of 242 participants on 10 evaluation
points has increased by 2.59 (from 5.48 to 8.07). Content “Cycle of planning for
disaster prevention and response at enterprises” gained the highest increase (3.17)
while “Benefits of DRM at enterprises” gained the lowest increase (1.93). This
evidently proves that the Training Program has had impact on and brought changes to
the most essential, but still the weakest area of DRM at enterprises: planning. This is

29
important implication for the Project to continue its intervention in transforming the
knowledge gained by participants into their actions in practice.
IV. EVALUATION OF THE TRAINING PROGRAM ON ENHANCING
ENTERPRISE CAPACITY
4.1 Relevance of the Program
To assess the relevance of the training program, the following elements were
focused on: the Training Kit; training curriculum/content; training time and target
groups.
a. In term of the Training Kit
- The training materials were designed to follow closely the real training needs:
After having edited and finalized, the final Training Kit consisting of 7 books
was formally printed and distributed to participants in 2012 training workshops. The
amendments made to this Training Kit were based on comments and feedbacks from
both trainers and participants in 2011 and consulted with foreign reference materials.
This reflects the efforts of the Project to maximize the extent the Training Kit meet the
training needs in practice. There are clear evidences to support that.
At direct interview, 36/45 participants ranked the
training materials as relevant to their expectations and
needs.
The enterprise training need assessment report4
shows that 100% of enterprises need to be trained on
DRM planning and methods of integrating DRM plan
into the enterprise business plan; More than 90%
wished to be trained on contents such as Disaster risk
assessment/measurement (93%); Procedure and tools
of DRM (93%); Corporate social responsibility of
enterprises in the disaster rescue work (93%); best
practices in DRM (92%).
The outcome of the evaluation shows that all the
above contents were already well integrated into the
training materials.
Ms. Nguyễn Thị Thu Hà –
Resource trainer from Nghe An
I find the training materials of
the program really interesting
and easy to understand. Being a
trainer, I feel very confident with
this training kit. Enterprises can
choose to apply this part or that
part, not necessarily all. There
are common norms and
standards and generally I always
trust the American style of
training materials … everything
is planned, visually structured,
very clear. Each enterprise can
base on their own resources and
circumstances to come up with
suitable plan for them.
4
Report on disaster risk level assessment and disaster response ability of SMEs in Nghe An, Da Nang and
Khanh Hoa– CED – June 2011

30
- The training materials provide the fundamental and practical knowledge
framework for enterprises
This is the very first Training Kit on DRM designed specifically for Vietnam,
providing the basic knowledge about DRM, essential for the sustainable development
of enterprises. Regarding the content of the training materials, participants comment
that the training materials were well prepared; especially the exercises received high
appreciations as interesting and useful, with clear logical structure, easy to understand.
In term of the format, most of the participants think it have a nice look, good quality
paper, is clearly printed, with illustrative pictures added for better visual impact.
- Limits of the Training Kit:
The biggest limitation of the
Training Kit is the lack of in-depth
information for each type of enterprises.
The fact is that each type/sector of
business have it own characteristics and
features, therefore it is impossible for all
enterprises to apply it in the same way as
explained in the guiding documents.
Participants wished that the Project would
seek to develop more specialized, in-
depth training materials based on other
DRM related documents in the country as
well as in the region, to have it more
relevant to each type of enterprises and
each geographical area.
Mr. Nguyễn Tiến Quang – VCCI Da Nang
In my opinion the books are too heavy so to
make them difficult to be circulated among
enterprises. I therefore suggest changing it.
Moreover, it should be compressed into one
single book. Several books in the Kit have
overlapped contents. The compressed single
book “Planning for Disaster Prevention and
Response for Enterprises” would enhance the
logics among different parts and the readers
would be able to better follow the structure of
knowledge. The lesser the number of pages,
the higher the effect.

31
b. In term of training contents
- Relevance
The DRM training curriculum for enterprises
comprises of 4 parts: Part 1: Overall introduction of DRM
at enterprises; Part 2: Planning for disaster prevention and
response; Part 3: Rehearsal and training for
implementation/deployment of response plan; Part 4:
Planning for post disaster recovery and reconstruction.
The general view obtained is that the training contents
of the Project are highly relevant and useful for the need of
participants in DRM. Majority of participants think that the
contents trained are useful and beneficial to themselves.
According to the outcome from summary of information
inquiry forms, to the question on assessing the usefulness of
the training workshop to the DRM work at enterprises,
145/149 participants (97.3%) think that the training contents
contribute significantly to and is very useful for the DRM
work at enterprises. Only 2 participants assessed it at average
level.
Mr. Trần Ngọc Hoàng –
Department Head, Central
Region Hydro-power
Stock Company , Da Nang
The way (they) conducted
the training and practicing
is very good and useful.
The program provided
forms and templates,
guided on their use and
practiced the rehearsal on
DRM. I appreciate those
training methods. I myself
participated in many
training workshops and
also sat on many tests, but
this training workshop
made me feel more active.
I find this much more
interesting than other
training I attended in the
past.
Participants also have more concrete comments on the usefulness of the training
workshop to themselves (see Figure 10).
Figure10: Evaluation of usefulness of the training to participants
(Source: Summary of data from Informaton Inquiry Forms of participants in the training
workshops)

32
The above graph shows that the training workshops were very effective for
participants themselves, with 82.6% of participants respond that they had increased
their understanding of DRM thanks to the training, 78.5% know how to help their
enterprises to be more effective in disaster prevention and response. In particular,
75.2% respond that they feel the urge to take appropriate actions to help their
enterprises in this area. Only 1.3% of participants do not think the training bring any
benefits to them. It could be the cases that they were sent by their
organisations/enterprises to attend the training but worked in DRM unrelated
functional areas.
Similarly, the results obtained
from in-depth interviews in 4
provinces/cities Nghe An, Da Nang,
Hue and Khanh Hoa show that most of
participants think the training contents
as very useful and practical to
themselves and this is the first time
they have attended training in this
subject. In-depth interviews with 45
enterprises reveal that all those
enterprises think the training contents
useful, practical to them, the trainers
active and skilful in knowledge
transfer, the training time and duration
appropriate, the training materials
comprehensive, clear, the logistics
arrangement of the training workshops
well done.
The above results show that the
Training Program has succeeded in
bringing significant changes to the
awareness of participants about DRM
and this is a pre-requisite for
transforming the knowledge learned
into actions in the DRM work at each
enterprise in the future.
Mr. Nguyễn Phú Hoàng – Vice Director
Administration, Danameco, Da Nang
I find this training workshop very useful for myself,
the trainer did very well in knowledge transfer, gave
concrete examples, it was easy to understand and not
boring at all.
Ms. Nguyễn Thị Bích Hải – Director of Khanh Hoa
Garment Stock Company
In Khanh Hoa, the work of DRM at enterprises is not
clear and unplanned, so when disasters happen, they
don’t know for instance what authorities can be
contacted/coordinated with for solving arising issues.
The training content is very useful and has big impact
on enterprises. After the training enterprises know
better and already are able to identify their risk level.
- Limitations of training contents/curriculum:

33
The evaluation however reveals that as this is a new program and the first one in
the subject of DRM at enterprises, the training contents still have the following
limitations:
 Face-to-face interviews with 45
participants tell that the training
curriculum is still highly theoretical.
More time should be devoted to
sharing practical experience among
participants and practicing the
techniques to prevent and deal with
floods and storms, to reinforce
structures of premises, to move
assets/property, etc. Several
participants also suggested
organizing study tours for
experience exchange, introduction
to success stories at other
enterprises both in and outside the
country.
 Several new concepts are difficult
to understand but do not have
accompanying illustrative examples
(e.g. related pictures, videos).
Mr. Lê Văn Hoạt – Vice Director –Khanh Hoa
Animal Food Factory
Regarding training curriculum, it should be revised
toward more time for practice, and less time for
theories.
Mr. Lê Trọng Đại – Director, Halotexco, Nghe An
The training program was good, but participants had
their own limits.
Enterprises all have duty team and commander in
disaster, if they can learn this knowledge the impact
would be great. However many participants were not in
charge in this area and they were busy with other
things, so the knowledge sharing/transfer was not well
done, impact therefore was limited
c. In term of time and duration:
46 enterprises participating in
face-to-face interviews expressed their
wish to have training workshops during
the second quarter (April-May) as they
are normally not very busy this time.
Quarter 3 and 4 are peak times of
storms and floods. Moreover most
enterprises have already finished their
Mr. Nguyễn Minh Đức – Trading Company Sabeco
Northern Center - Nghe An
I think the best time for training is early in the year
(April-May) before the storm season, so the
enterprises would have enough time for proper
planning.

34
annual planning by then, it therefore
will be not appropriate for them to
apply immediately what they have
trained.
Regarding the duration of
workshops, it was confirmed that 2 day
duration is sufficient for a workshop.
Only a few people suggest having the
training duration shortened to just 1
day, or dividing the training time into
several events if the volume of contents
is large, instead of a single continuous
training event, so to make it more
convenient for enterprises to attend.
Mr. Nguyễn Công Tuấn – Branch Director, Nhat
Nuoc Company Ltd., Nghe An
It was too short from the invitation to the training
workshop; we did not have enough time for
preparation. If the time for preparation is longer, the
participants will be able to take a quick look at the
content and grasp the key ideas before the training.
d. Regarding the composition of participants
- The composition of participants generally meets the requirements of the Project
VCCI set the following criteria for selecting enterprises to attend training: (i)
being SME; (ii) being located in the areas of frequent disaster attack; (iii)
diversification in types of enterprises: State owned, Private, Stock, Limited Companies
and Joint Ventures; (iv) diversification in business sectors: Manufacturing, Trading
and Service Delivery. In reality, the training workshops have attracted participation of
340 enterprises and 21 related agencies/organizations in 5 provinces/cities: Nghe An,
Da Nang, Hue, Khanh Hoa, Binh Dinh, the majority of which being private companies
(almost 90%).
Figure 11: Composition of enterprises participating in training by type
(Source: Summary of training workshops’ participants lists)

35
- The selection of participants has closely followed the set criteria
According to criteria set by the Project, the
selection priority is given to the leaders of enterprises
or staff directly in charge of DRM work at
enterprises. However the summary from 16
workshops shows that only 56% of participants were
leaders at enterprises. This limitation is probably due
to reasons on enterprise side. First, heads at
enterprises are busy with day-to-day management and
have little free time to attend training, even though
they find it useful and practical. Second, the
invitation to training was sent to enterprise heads, but
they delegated it to other staff who did not meet the
criteria set by VCCI (see Figure 12).
Ms. Bùi Linh Chi – VCCI Ha Noi:
VCCI set the criteria for selection
of participants, such as small and
medium size businesses,
representatives of all types of
businesses and sectors, those
frequently affected by disasters.
For each enterprise, priority is
given to the managers of that
enterprise (Director/Vice
Director/Heads of
Departments/Units). However
VCCI also noticed that the last
criterion was not very well met.
Figure 12: Composition of participants by positions
(Source: Summary of training workshops’ participants lists)
However the Consultant notes that all non-manager participants reported back to their
management when they returned. Through this reporting, participants have chance to
repeat what they have learned and probably can remember the new knowledge better.
Therefore this is not necessarily a significant limitation if the percentage of managers
is not as high as desired.

36
4.2 Effectiveness of the Program
4.2.1. Changes in skills, awareness and attitude of participants after training
- The Training Program has contributed to raise awareness, improve knowledge
and skills and change the attitude of participants in regard of DRM at
enterprises.
According to the outcome of in-depth
interviews, most of participants confirmed that they
had changed their view on DRM after the training.
Before training, for many enterprises,
planning for disaster response was something far
and blurred, even “not thinking of it at all” (Ms.
Mai Thị Hà – Head of Personnel-Operations
Department, Binh Phu Company, Binh Đinh). They
didn’t understand the long-term benefits of this
work to their enterprises. On the other hand, the
majority had thinking that disaster prevention and
response were not their business. After training
most of participants said the training workshop had
equipped them with DRM knowledge in a
systematic and comprehensive manner, helped
them to better understand the role and importance
of DRM in their enterprises, the concepts and cycle
of DRM, gave them skills to assess the risk,
analyze the risk and make DRM plan.
Mr. Bạch Ngọc Toàn – Department
Head – Manufacturing and Trading
Company BQ, Da Nang
The training workshop raised a
warning: You should not be careless to
any type of disaster risks regardless of
when it happens and how it may
damage”.
Mr. Nguyễn Văn Thảo – Director of
Việt Mỹ Company Ltd. - Nghe An
The training workshop brought in
many useful things. First it helps
enterprises to identify their disaster
risks. Second it helps enterprises to
determine on measures taken for risk
prevention, actions taken to response
during disaster and post disaster
handling.
- Through the participants, the impact of the program has spread over to non-
participants.
All participants are willing to share the
information with their colleagues in enterprises.
Most of participants have reported to their managers
and also made suggestions to improve the DRM
work at the enterprises. They also share the new
knowledge and materials with people inside and
outside the enterprises at regular exchange meetings,
through intranet or other social networks. In
particular:
Mr. Nguyễn Thành Vũ –Director,
Vu Phong Company Ltd., Da Nang
(Phone interview)
When I returned from training, I
organized a meeting to share the
knowledge and skills I have learned
with staff in the company. All my
staff acknowledged the usefulness of
that knowledge.

37
 44/45 heads of enterprises sending participants to attend the training told in the
interview that the participants did report back to them about the training
contents and shared the new knowledge with colleagues. All of them said that
these contents were very relevant and useful for their enterprises.
 Participants - heads of enterprises after training
conducted checking the essential areas,
reinforced the premises and raised the bases of
equipments and assets/property to keep them
safe from storms and floods. Several heads of
enterprises being selected as resource trainers
have organized training events on DRM for
other staff at their enterprises and branches,
such as Vinatex Da Nang.
 23/43 non-participants – colleagues of the
participants responded that the participants
shared DRM knowledge and experience learned
at the training workshops with them.
Mr. Hồ Viết Thanh (resource
trainer) Department Head – Vinatex
Company, Da Nang
Our company has 4 branches
operating in Binh Dinh, Quang Ngai
and Da Nang. After having attended
the TOT workshop, I organized a
workshop on DRM for staff in those
branches. The company continued to
send more staff to attend training
workshops organized in 2012 to
advance their knowledge.
 Some contents mentioned by them as shared are: the importance of DRM,
DRM planning, planning for enterprises and households, experience regarding
disaster response at various localities as well as the training materials.
Thus, beside the direct impact on participants, the Training Program has also
created positive impact on others.
However there are also people who did not take the training seriously. Several
participants came from large enterprises where the DRM work was already well done,
therefore the training contents were not new to them. Several other participants on
contrary came from micro enterprises, the potential losses from disaster in which
seemed not significant; therefore they were not very interested in putting more efforts
on DRM work at their enterprises. This should be noted for further selection of
participants to ensure the right target for the highest effectiveness of the Program.
4.2.2. Degree of participants’ remembering the training contents after a while
Most of participants are still able to memorize DRM related knowledge and
skills learned after a while, when they are back to their businesses.
The summary of data collected from
information inquiry forms shows that more than
80% still remember the contents trained, including
the concepts and necessity of DRM, assessing

38
disaster risk in enterprises, planning for moving
and protecting property, planning for employees in
case of emergency, planning for post disaster
recovery (Figure 13). The three most remembered
contents are planning for moving and protecting
assets/property, the necessity of DRM in
enterprises and planning for evacuation of
employees in case of emergency.
At face-to-face interviews in 4 provinces,
most of participants can show that they still
remember what they have learned. Some
participants even remembered most of DRM
processes, from assessing risk, planning for
disaster prevention and response, to rehearsal. Mr.
Lê Đình Tuyn – officer from Thien Phu Co. Ltd.
Is one of them.
Mr. Lê Đình Tuyển – Thien Phu Co.
Ltd., Nghe An
I highly appreciated the DRM cycle
presented in the training workshop. If
you don’t attend this workshop, you
can not know it. The training program
helped us to identify the strengths and
weaknesses, use the formula to
calculate the vulnerability level: the
more ability of enterprises to response
to disaster, the less risk.
In addition to that we were also told
to make a list of hotlines for support
(local authorities, emergency, the
army, storm and flood prevention and
response agency, etc.)
Figure 13: Memory extent of participants on main training contents
(Source: Summary of Information Inquiry Forms)
4.3 Impact of the Program
The evaluation outcome shows that the Training Program has had positive impact
on the target group of the Project. In general, the awareness of DRM as well as level of
attention and preparedness in disaster response at enterprises was improved after the
training. However the degree of change is varied among provinces. Da Nang and Nghe
An both are disaster-prone provinces with high frequency of natural disasters annually.
Most of enterprises interviewed in these provinces told that they had suffered from
huge losses and damages from storms and floods. There, the Consultant notices the
higher level of preparedness to response and adaptation to disaster than in other
provinces. In the meantime, Khanh Hoa rarely encounters with natural disasters. For

39
the last 10 years the province did not have any storms, while floods are just at certain
places and occur in short time periods. Therefore the enterprises there do not really
pay attention to DRM work. In Hue and Binh Dinh, the impact noticed was mainly in
the stage of awareness raising as they are new provinces joining the training program
from August 2012 only – i.e. not long enough to notice any deeper impact.
In particular the Program has created the following impacts:
4.3.1 Impact on the awareness, attitude and behavior of enterprises
- The Training Program has helped enterprises to understand the importance of
DRM
Before the training majority of
enterprises shared the view that losses from
disasters were unavoidable. So they focused
on dealing with the consequences instead of
planning for prevention and mitigation of such
losses. After the training they have changed
that view. According to the summary of
interviews with 45 heads of enterprises who
have participated in training, 88.4% were
aware of the necessity of planning for active
response to disasters. Those business heads
said that the knowledge they learned made
them aware that “prevention is always better
than cure”, disaster response is feasible and
enterprises can do it within their own capacity
and resources.
Ms. Hoàng Thị Thu Hằng – Head of
Personnel-Operations Department,
Northern Construction and Development
Company, Nghe An
Having attended the training workshop, I
would like first to thank TAF and its
partners for a very useful training. It is
particularly useful for a manufacturing
business like us. My company has learned
the basic knowledge framework for
disaster prevention and response planning.
Before we did it in a rather unsystematic
way. After the training, this work becomes
more organized and involved all staff.
However several business leaders (11,1%) still kept the thinking that DRM is not
important and gave reasons such as the size/type of their enterprises did not require
disaster response, or the enterprises were located in a geographical area where natural
disasters rarely occur, or they were newly established so they hadn’t had paid attention
to this. That fact can be considered as one of limitations of the selection process for the
training activities.

40
- Cooperation in the disaster
response work in enterprises has
been improved
Heads of enterprises share that
before this work at their enterprises
was assumed to be of the
management team’s duties. After the
training they understood that should
be a common duty requiring the
efforts of all individuals in the
enterprises.
Mr. Nguyễn Văn Thảo
Director, Việt Mỹ Company ltd., Nghe An
Before, I thought the disaster prevention and response
is solely the responsibility of the company head. After
the training I changed my thinking. I recognize that
this is the responsibility of the whole company, I can
not do it all, and if only I care for it, it would not be
effective.
4.3.2 Application of the knowledge learned into making disaster response plan for the
enterprise
In-depth interviews at 45 enterprises show
that before training only 5 enterprises had
disaster response plans. The rest told that as they
were located in the areas of frequent natural
disasters before the storm season, they already
made some scenarios of actions to prepare
themselves to that. However those were very
simple, general, and rather passive. After
training, 29 have made disaster response plans
for their enterprises (an increase of 53.3%).
Those enterprises said they applied the
instructions presented in the training program to
modifying, adding or re-making their disaster
response plans.
.
Mr. Lê Quý Anh Hùng – Department
head, DMZ Tourism Company, Hue
After the training, the company
management has informed to all staff
and developed a clear plan based on the
contents learned such as: buy a spare
electric generator and spare supplies for
storm prevention, buy insurance, etc.
Regarding options for people: develop a
contingency plan for clients. The
company also developed a plan for post
disaster recovery to overcome the losses
and damages that may incur in disasters.

41
Figure 14: Percentage of enterprises having disaster risk plan before and after the
training
(Source: Results from in-depth interviews at 45 participating enterprises
Among 16 enterprises which provided their disaster response plans, several did a
very good job, such as Ngon Hai Dang JS Co.(Da Nang), Van Phan (Nghe An),
Central region Hydro-power stock company (Da Nang). Their plans include actual
capacity assessment of enterprises, status assessment of premises structures, the
spots/places most likely to be affected and based on those assessments suggest the risk
scenarios and solutions/action plans to deal with them accordingly.
Those plans however did not follow exactly all the steps as instructed in the
training materials, but were modified to fit the reality at the enterprises. That reflects
notable efforts of those enterprises in applying the knowledge trained to the practice
innovatively and with due consideration.
4.3.3 Implementation of the disaster response plans at enterprises
Summary of information inquiry forms shows
(see Figure 15) that most of participants (73.8%)
shared the information they gained from the training
with colleagues, and 85% of participants reported back
to their managers on the outcome of the training. This
is an important factor contributing to the positive
change and systematization of DRM work at
enterprises participating in the Project training
workshops. Evidently 62.4% of enterprises
interviewed have established duty teams on disasters,
65.1% of enterprises have clear duty assignment lists
in case of flood/storm, 64.4% have lists of spare
equipment and supplies, 63% have plans with clear
instructions on response steps before, during and after
disaster.
Mr. Nguyễn Nam Hồng
Vice Director Hoa Nhon Forestry
Processing Company, Da Nang
Recently the company has
conducted the rehearsal for
workers to expose them to a
situation in practice and assign
concrete duties to each of them in
case disaster happens. We also
coordinate with the police, the
army and local authorities (they
have people, professionals and
specialized equipments) for more
effectively handling disaster
situation.

42
What is interesting is that nearly 50% of enterprises made contingency plans and
lists of customers and suppliers in their supply chains, showing that they have more
comprehensive approach in disaster response work, not just keeping it within their
own enterprises. However the fact is that not many buy insurance against disaster risk
and organize rehearsals at their enterprises in simulated disaster situation. More than
70% of interviewed enterprises responded that insurance would not benefit their
enterprises, as when the risk happens, the compensation package is very limited. Only
22.8% of interviewed enterprises have organized rehearsal for response to disaster/
emergency. In practice, medium and large companies, or companies which should
anyway comply with foreign customers’ requirements (such as Hoa Tho Garment,
Vinatex) did well in this aspect, while smaller companies were not keen to do so,
partly due to lack of time and resources, and partly because they haven’t really paid
attention to it.
Figure 15: Actions taken by enterprises
(Source: Information inquiry forms for participants attending training workshops)
Among those enterprises having disaster response plans, except a few could not
implement them due to lack of financial and human resources, or haven’t faced any
disasters since the plans made, most of enterprises conducted some activities as
planned though in various extent as noted below:

43
a) Actions on re-checking the premises and reinforcing critical areas/spots:
Most of enterprises took actions such as reinforced premises, protected
equipment and other assets/property with simple methods, e.g. covering with water
resistant thick canvas, raising the base/placing equipment higher, tying with fixed
things, etc.
Danameco Co., Da Nang
Since the company premises are quite good, all our storages meet MOH standards, damage to
our goods is not a big problem for us. Therefore the company plan mainly focuses on
additional simple measures to prepare us better in case of storm and rain such as reinforcing
some parts of the building, clearing the drainage tunnels, etc.
Mr. Nguyễn Phú Hoàng – Vice Director Overview of the company building
May Viet Co., Khanh Hoa
After the training I reported to my managers about the trained contents and suggested to make
a plan. By now the following works have been implemented: established a disaster prevention
and response team, before every raining season we cut off tree branches around the premises,
cleared the drainage system to prevent the water to damage the company products.
Mr. Đỗ Minh Sơn - Director Cleared the drainage ways Cut off big tree branches
b) New investment in building, repairing, purchasing new equipment:
Several enterprises invested in building new wall systems, durable roofs, and
special vehicles to keep the machines and equipment safe during floods.

44
Rapexco Đại Nam Co. Ltd., Khanh Hoa
Right after the training, the company has made a detailed and comprehensive plan. We also
have emergency evacuation scheme for every factory, and we cut off the trees before every
storm season to prevent them falling on the people and assets/property of the company.
Emergency Evacuation
Scheme
Overview of production area Vehicles for machines and
equipments
Dang Tuan Co., Hue
Recent works done include: built and upgraded the premises to prevent floods, bought spare
electric generators in case of electricity cut, installed shelves to keep goods at the higher
places to reduce the damage when flood comes. When it is forecasted of storm level 10-12
coming we inform workers not to come to work to minimize the human damage.
Mr. Nguyễn Đình Bá – Vice
Director
Upgraded premises Moving shelves for goods
Animal Food Factory, Khanh Hoa
Before we did not have plans for disaster prevention and response. We handled disasters on
ad-hoc manner. After the training, the factory with support from the Project has made these
plans. Recently the company has invested in tools for disaster prevention such as ropes,
canvas, vehicles, medical equipment, shelves for keeping goods, etc.

45
Mr. Nguyễn Thiên Phong –
Director
Covers to protect supplies
and materials
Permanent premises
Van Phan Co., Nghe An
After training, the work on flood and storm prevention and response at the company has been
systematized, a new factory block has been built, and the premises have been better
reinforced.
In practice, not all the steps can be applied as described in the theory. We intentionally skip
some steps to make it more suitable to the company.
Mr. Võ Văn Đại – Director
Tying the pool of fish sauce
using metal wires.
Covering the product
pools/tanks with plastic caps.
c) Ngon Hai Dang (Light House) JS Co. - A good example in planning and
implementation of DRM after training.
It should be noted that some enterprises have creatively applied the knowledge in
DRM planning after the training. A good example is Ngon Hai Đang JS Company (Da
Nang), which has built their own plan in a logical and comprehensive way, suitable to
the reality of the company and cost efficient. This example can be taken as a success
story to share with other enterprises.
The company has made its plan for disaster prevention and response at the
company office and construction sites on excel spreadsheets. When entering the date
of storm coming, the formula inserted in the excel sheets will calculate the deadlines
for works to be done (before, during and after disaster). The plan describes in details
the works to be carried out, responsible people and estimated budget, number of days
for implementation/deployment and dates of completion. Data rows can be removed or

46
added to fit the context of each unit. This plan is also used for checking the progress of
each unit’s implementation.
The plan also includes a list of damaged machines and equipment in details as
found after each storm and the detailed description on the levels of wind and wave in
Vietnam, with specific damage description for each storm level (see Annex 7:
Disaster Prevention and Response Plan of Ngon Hai Đang JS Company).
Below are selected activities mentioned in the DRM plan which the company has
done:
Selected activities toward reducing the disaster risk and response to storms and floods at
Ngon Hai Dang JS Co. (Lighthouse – Da Nang) done after training
1/ Studied to make glass protecting tools in case of
strong wind and storm:
- Some types of doors are very weak and vibrate
when strong wind blows. See the reinforcing tools
in pictures on the right. Attention: the doors must be
locked.
- If window frames use ordinary glass, use sticky
plastic (transparent or colourful) on the inside.
When the glass is hit and broken, it will not fall
down and therefore not make holes for wind and
rain to come into the building. It is safe and cheap!
2/ Take down the wind-through globe on the roof
when there is heavy rain or strong wind. Made a
strong cap with screws to cover the hole the globe
left.
3/Reinforcing rolling doors in the basement: these
are likely the most affected place by storms. (See the
pictures on the left for what have been done by the
company).
4/ Steel-roof houses and workshops (observed in many places)
- Roofs should be kept fixed with walls at all time.
- Use the used tires for covering on the roof instead of sand bags
- Reinforce at the roof edges.
5/Wells in time of floods: Use the plastic bags to close the wells to prevent dirty water to come in.
6/Heavy machinery - equipment:
In the areas of permanent flood, make a plan to raise the floor, or the bases of machines and equipments
In emergency, all electric equipments should be removed.
7/Basement: Check the pumping and dranaige system during the flood and storm season, don’t keep
vehicles in the basement when the flood/storm is coming.

47
4.4 Sustainability of the Program
a) DRM training needs of enterprises are still huge
In the face-to-face interviews with 43 non-participants (colleagues of
participants) at selected enterprises, only 9 of them have attended some similar training
on disaster prevention and response provided by other organisations. Among the rest
31/34 (91.17%) expressed their wish to attend such training. Even the participants said
they would like to attend more advanced, in-depth training, which were tailored to their
type/sector of business. This proves high level of interest of enterprises in the DRM
Training Program. Therefore in order for this training program to sustain in the future,
the geographical scope and the target group should be enlarged.
b) Without external funding, the organization of DRM training program activities for
enterprises will face difficulties.
First, most of enterprises generally
pay more attention to the training where
they can see immediate benefits such as
accounting, management, IT and other
business functions, and are not very
interested in training for sustainable
development (long-term benefits)
regardless of training fees.
Second, it is not easy to attract
enterprises to participate in this training.
They need to be advised and encouraged to
go to training, also because business people
usually have little time free for training.
Therefore if they have to pay fee for DRM
training, only few would be interested in
going. Still, several enterprises in Nghe An,
Khanh Hoa, Hue and Binh Dinh expressed
their wish to participate even if they have to
pay fee. Therefore for the training program
be continued and sustained in the future,
advocacy and communication should be
increased to raise awareness of enterprises
in the long-term and sustainable benefits
and not looking at short term benefits only.
Ms. Dương Thị Kim Thoa – Staff, Pjico
Insurance Company– Hue Branch
We will still be able to participate in the
training workshop even with fee. However
the number of participants in general will be
less. The fee level if applied should be more
acceptable than other programs.
Mr. Phan Lâm Hơn – Director, Thanh Binh
Co. Ltd. (Binh Đinh)
Enterprises will still participate in DRM
workshops even when they have to pay. Of
course then we will have to weight more
carefully the importance of the training
contents to the enterprises.

48
c) Initiatives to continue and sustain DRM training activities for enterprises
- Integrate into other activities:
Most of VCCI representatives in the
Project provinces think that when the Project
expires, they will continue to transfer DRM
knowledge to enterprises through integrating
DRM contents into other knowledge transfer
programs such as labor safety or prevention
of fire and explosion.
- Diversify the modes of training:
Beside training workshops, other ways
of training can be employed for lower costs
such as through other dissemination
workshops, information shared on the net,
distributing video clips, cooperation with
insurance companies, etc.
- Establish e-network for providing
DRM materials for enterprises
DRM training activities for enterprises
can be supplemented by more sharing
information and experience between
enterprises by mean of established e-network
and study tours to visit good models.
Ms. Bùi Linh Chi – VCCI Ha Noi
It is necessary to have policy advocacy
activities to encourage enterprises to
participate in DRM training.
Mr. Nguyễn Tiến Quang – VCCI Da Nang
Without funding, VCCI can still integrate the
DRM contents into our other activities which
have some link with disaster risk management
to transfer the knowledge to enterprises, find
ways to liaise with insurance companies to
support their clients. If the enterprises possess
good capacity to response to disaster,
insurance companies can reduce their losses.
This idea is quite promising in the future.
Mr. Nguyễn Thanh Ngọc – Resource Trainer
from Da Nang
For this program to be sustainable, the
Program should send a proposal to the
Government, the Government approves and
assigns related ministries and agencies to
implement, from central to local level, to
national target programs. The benefits here
are not only ones for enterprises, they are
benefits of the whole country, the community.
To TAF: Continue to support for some more
time for expanding the program to other
localities. After 2 years of implementation the
Program has had great impact on participating
enterprises and you should take advantage of
that to replicate in other provinces.
- Continue to develop the core group of resource trainers
Trainers are enthusiastic, skillful in
knowledge transfer at training workshops of this
program. In the next period, they should be
increased in number and trained further with
more in-depth knowledge. They should meet
regularly for updating the knowledge and
sharing practical experience. They should have
more field visits to enterprises so to better
understand and be updated with the situation
there. Trainers need to have a plan to study,
participate in relevant conferences and
workshops, inside and outside the country for
Mr. Trần Xủn - VCCI Khanh Hoa
If this program continues, it is
recommended to organize regular meetings
to update on DRM knowledge and share
experience at provinces for resource
trainers.
Ms. Hoàng Thị Lộc – Red Cross
Organisation (Resource Trainer)
Trainers should have more opportunities to
visit enterprises for more practical
experience.

49
enhancing their own capacity.
V-CONCLUSIONS AND RECOMMENDATIONS
5.1 Conclusions
1. Project “Strengthening the Public-Private Partnership in Disaster Risk
Management and Community Resilience in Vietnam“ funded by USAID and
implemented by TAF in collaboration with VCCI and CED, is the very first project in
the area of DRM targeting SMEs in Vietnam. The Project was implemented in 2 years
2011-2012 in 5 provinces/cities: Nghe An, Hue, Da Nang, Khanh Hoa and Binh Dinh,
those are facing high risk from natural disasters, mainly storms and floods. After 18
months of implementation (from March 2011 to September 2012) TAF and its partners
has accomplished the Training Program “Enhancing the capacity for disaster risk
prevention and response at SMEs”.
2. With TAF’s active support and regular technical assistance/guide, TAF
partners VCCI and CED have completed all the originally planned activities of the
Training Program. The Program has achieved the following results:
- A survey was conducted to assess the training needs of enterprises based on
191 returned forms out of 1,000 forms sent out to enterprises, face-to-face interviews
with 51 enterprises and 9 related organizations/agencies.
- Three TOT workshops, 6 additional TOT workshops and one stock-taking
workshop were organized for resource trainers. As a result, a core group of 20
enthusiastic resource trainers was established and equipped with rich DRM knowledge
and ability to transfer that knowledge in the manner highly appreciated by the
participants;
- A comprehensive Training Kit was developed to closely follow the training
needs of enterprises, providing general knowledge in DRM as well as the knowledge
framework for practicing DRM planning at enterprises;
- 16 training workshops were organized for 474 participants from 340
enterprises and 21 agencies/organizations. The composition of participants broadly
met the required criteria for the selection of participants, i.e. number of female
participants is 156/474 or 33.5%, number of participants being heads of enterprises
and heads of relevant departments/units within the enterprises is 262/474 or 56.2%.
The participants represent all business sectors: state owned enterprises, joint ventures,
stock companies, limited companies, private enterprises and related
agencies/organizations.
3. The training materials and curriculum are assessed as very relevant and useful
for enterprises. After the training, almost all participants (98-99%) find the training
contents very useful and relevant to them. According to the summary of participants
evaluation opinions in November 2012, 145/149 participants or 97.3% find the
training workshop very useful for the DRM work at their enterprises.

50
4. The impact of the Training Program has well spread out to non-participants
through exchange and sharing with participants. Most of the participants reported to
their bosses and shared the training materials on DRM with their colleagues. Almost
100% of enterprises organized the dissemination and transfer of DRM knowledge
sessions to key staff at enterprise regular exchange meetings.
5. The awareness of enterprises in prevention and mitigation of disaster risk has
been enhanced significantly, shifting from “passive” to “active”. The work of DRM at
enterprises has received more attention and become more systematically handled. The
cooperation and mutual support in this area is also improved. Results from information
collecting forms from 149 enterprises show that 62.4% have established the in-charge
duty team; 65.1% have a clear duty assignment table in case of storms and floods;
64.4% have a list for spare equipments and supplies/materials.
6. Majority of enterprises applies the knowledge learned to supplement and
adjust their plan or make a new one for disaster risk response. In-depth interview at 45
enterprises shows 29/45 enterprises (64.4%) have such a plan now, comparing with
only 5/45 (11.1%) before the training.
7. The implementation of that plan is however deployed to various extents, from
using simple methods such as reinforcing the premises to investing in more advanced
equipment and building new premises. JS Company Ngon Hai Dang (Light House)
from Da Nang is the only one so far to implement the disaster risk response plan fully
and comprehensively.
8. The Training Program of the Project still has following limitations:
- The number of enterprises being trained is 340 only – too few in comparison
with almost 500 thousands enterprises currently operating in Vietnam;
- The training curriculum is heavily theoretical. It is able to provide the general
knowledge framework of DRM only, but not yet specific enough for each business
type/sector such as manufacturing, trading and services, and not taking into account
the natural and geographical conditions of different regions; The practical part of
training on techniques/skills to handle with flood consequences or reinforce the
premises, move during storm/heavy rain, etc. is not enough for the demand. Therefore
the application of knowledge to the practice of DRM at enterprises is still limited;
- The Program also lacks the presentation of good practices and examples in
DRM at enterprises in Vietnam, lack in-depth knowledge/experience on DRM in other
countries in the region for participants to study and replicate;
- The sustainability of this Training Program is assessed as quite low as
enterprises currently tend to reserve more attention to urgent/immediate issues for their
businesses while disaster risk is not among those issues.

51
5.2 Recommendations
Based on the results obtained from the evaluation of the Training Program, notes
taken from people met and given the context in Vietnam as well as the general trends
in the society, the Consultant would like to give the following recommendations:
1. USAID continue to support the training and capacity strengthening activities
on DRM for SMEs in the central region coastal provinces as well as other
localities facing the highest disaster risk in Vietnam;
2. Improve further and deepen the Training Kit to fit the needs of different
business sectors (manufacturing, trading and service), taking into account
the specific industry and geographical characteristics; provide more
templates for detailed planning, provide practical examples for easier
application by enterprises; summarize and integrate all the available training
materials into a single guidebook on DRM for enterprises for easier
understanding and simpler reference;
3. Provide more in-depth training workshops to enterprises, focusing on the
industries being more likely affected by disasters. The training should give
more room for practical application, exchange of experience within the
country as well as with the abroad. The best time to conduct training is
probably at the beginning of the year, just before the storm/rain season so
the enterprises can apply immediately the knowledge they have learned to
their practice.
4. Continue to foster and develop the core group of DRM resource trainers;
5. In order to enhance the ability to apply the knowledge and skills on DRM at
enterprises, it is suggested to conduct a survey to identify successful
enterprises in prevention and mitigation of disaster risk in Vietnam, to draw
practical solutions and lessons learned for introducing to other enterprises;
support to build DRM models for selected enterprises representing different
industries/sectors and share the experience with other enterprises;
6. In order to ensure the sustainability of the Training Program outcomes, it is
suggested that the work of DRM education and communication should be
enhanced to raise awareness of the business community in Vietnam in
general and in coastal provinces in particular. In addition to training
workshops for enterprises, various channels for knowledge transfer and
dissemination should also be explored such as conferences, exchange
forums, sharing information through Internet, filming/video making,
establishing partnership with relevant agencies, etc. TAF and VCCI should
seek opportunities and coordinate with enterprise training and supporting
centers, the Government Program on disaster prevention and response for

52
the business community, education centers at universities, NGOs working in
DRM area to integrate the DRM contents in this Training Program into their
activities.

53
REFERENCE MATERIALS
1 Letters of Agreement between TAF and VCCI, TAF and CED
2 Report on disaster risk level assessment and disaster response ability of SMEs in
Nghe An, Da Nang and Khanh Hoa.
3 Outcome reports of TOT workshops in three provinces
4 Outcome reports of enterprise training workshops in five provinces/cities
5 VCCI’s and CED’s regular progress reports
6 Pre- and Post-training Evaluation Forms at TOT and enterprise training
workshops
7 Handbook on enhancing the CSR in DRM
8 Handbook on planning for disaster prevention and response (for enterprise use)
9 Handbook on handling disaster consequences and business recovery (for
enterprise use)
10 Guiding materials in risk management at enterprises.
11 Handbook for safety during disasters for households
12 Guiding materials in disaster risk management at enterprises (for trainer use)
13 Storm and flood prevention and fighting plans at 16 enterprises in four survey
provinces;
14 Information collection forms from 149 participants;
15 In-depth interview sheets with 46 heads of enterprises, 11 resource trainers and
7 VCCI staff
16 Website: http://ungphothientai.com

54
ANNEX 1: TERMS OF REFERENCE
1. Purpose of the Evaluation
In line with the Technical Proposal on “Strengthening Public-Private Partnerships for
Disaster Risk Management and Community Resilience in Vietnam”, The Asia Foundation
is preparing to carry out a final post-training evaluation implemented in the period August,
2011 – September 2012. The purpose of this evaluation is to measure Disaster risk
management (DRM) Training Program contribution to the overall project objective,
namely, to build effective and sustainable disaster response in Vietnam through the
strengthening of public-private partnerships for disaster risk management, capacity
building of small and medium enterprises to prepare for and respond to disasters, and
promotion of disaster-related corporate social responsibility initiatives..
2. Subject of the Evaluation:
The subject of the evaluation is the DRM Training Program and its intended outputs and
outcomes. The activities within the Training Program are based on the outcomes of the
comprehensive Training Needs Assessment carried out in 3 project provinces Nghe An, Da
Nang and Khanh Hoa in June 2011.
3. Evaluation objectives and scope
The overall objective of this Impact Evaluation is to assess how DRM Training Program
contributed to the increase and improvement of the capacity and actions of the
participating businesses.
More specifically, this Evaluation seeks to assess the following objectives:
 progress towards the achievement of the formulated training objectives, including the
ToT component of the Programs;
 assess the execution of the trainings; - the effectiveness of the development of the
workshop, organisation of the trainings and performance of the trainers;
 assess impact of the Training Programs on target groups;
 based on the analysis of achievements present key findings and draw key lessons
learnt;
 Formulate key recommendations for improved future programming.
4. Evaluation criteria
Based on the outlined evaluation criteria below this evaluation will address but is not
limited to the following questions:
Relevance: Were the activities within the Training Program relevant and appropriate?
Were they important for fulfilling the mission of the participating Businesses? Did the
outputs and outcomes meet the beneficiaries' priorities and needs?
Effectiveness: To what extent have the formulated objectives been achieved?
Efficiency: Were the activities of the programs implemented in an efficient manner? What
are the strengths and weaknesses of the programs?

55
Degree of Change: What were the positive or negative, intended or unintended changes
brought about by the Trainings Program intervention? How can we improve things in
future? Which findings may have relevance for future programming or for other similar
initiatives?
Sustainability: Will benefits continue after the end of the Programs? The evaluation results
will be used as lessons learned for similar initiatives in the future.
5. Evaluation approach
The Consultant will propose a methodology and evaluation plan for this assignment, which
will be approved by TAF.
The proposed methodology is likely to consist of a preliminary desk review, survey by
questionnaire, semi-structured phone interviews and in-depth face to face interviews with
relevant stakeholders, such as training participants, TAF project staff, VCCI staff, leaders
of participating businesses and core DRM trainers.
a. Desk Review
The Consultant is required to review at minimum the following documents:
 Technical project proposal “Strengthening Public-Private Partnerships for Disaster
Risk Management and Community Resilience in Vietnam”.
 All related Training materials ;
 DRM Training Program Reports;
 Quarterly reports;
 Interim reports;
 Pre and Post Training workshops evaluation
b. Survey
The Consultant is expected to conduct a survey by using a self-completion questionnaire
for data collection. The questionnaire will be sent out to all DRM training participants and
collected by email.
c. Semi-structured phone interviews
It is recommended that at least 15 -20 phone interviews are conducted with training
participants and project staff.
d. Face to face in-depth interviews
Upon the collection of data through questionnaires and phone interviews 5-6 face to face
in-depth interviews per project province will be conducted to illustrate key evaluation
findings in more detail.
The report structure will be agreed upon the start of the assignment, but should contain:
executive summary, presentation of the evaluation approach and methodology, an analysis
of the key findings, a selection of in-depth business case studies, main lessons learnt,
conclusions and recommendations, and annexes (ToR, list of interviewees, evaluation
questions, documents reviewed etc.)

56
6. Evaluation measurement indicators:
Indicators will be determined by the evaluator but may include:
Awareness indicators:
+ Number of business leaders having proper concern on DRM for their businesses
+ Number of key related staff having proper concern on DRM for their businesses
These above two indicators can be used with non-trained business to better reflect the
awareness differences between trained and non-trained business.
+ Number of trained participants retaining disaster preparedness, mitigation and
management knowledge.
Action Indicators:
+ Number of trained businesses developed or updated their own DRM plans
+ Number of business implements their DRM plan
+ Number of trained businesses takes proper action in preparing for coming flood and
storm season? When and how did they do that?
+ For those who faced a disaster with a DRM plan in place after the training, -
Effectiveness of DRM planning? Are losses less than before?
7. Tasks and Deliverables
The evaluator will conduct the training evaluation as outlined above with technical
direction and inputs from the Foundation staff and with coordination and logistic support
from VCCI.
The evaluator will receive support from Vietnam Chamber of Commerce and Industry
(VCCI) the Center for Education and Development (CED), to collect information, carry
out survey work and contact.
Please refer to the project Monitoring and Evaluation Plan for further information as
guidance for assessment.
The final evaluation will be carried out in a selection of project locations: Hanoi, Nghe An,
Hue, Da Nang, Binh Dinh and Khanh Hoa, and the consultant will perform the following
tasks:
1) Carry out a review of literature related to the project (most notable the initial need
assessment, project progress reports, training documents, etc.). Based on this review
and consultation with the Foundation’s staff, the consultant will then select number
of businesses for final assessment and in-depth analysis based on aforementioned
description.
2) Define specific contents and areas for assessment, evaluation design and survey
questionnaires, in close cooperation with TAF. More specifically, the team will
design a set of questionnaires for businesses and individuals. The sampling structure
of the survey will be further discussed with the Foundation and its selected partners

57
(and will be based on the list of businesses and persons who participated in the
training and training need assessment).
3) Identify businesses for in-depth case studies including assessing businesses who
faced disaster following training
4) The consultant will draft a final evaluation report outline based on discussions and
requirements of the final evaluation.
5) Final report: the consultant will finalize the report and consultation with the
Foundation and its selected partners.
8. Deliverables and time frame
The Consultants will perform required duties within a period of up to 35 days in the period
of October 25th
and December 25th
, 2012.
TT Description Estimated
worked days
1 Team meeting to discuss and agree on assessment content, methodology
and sampling structure
1
2 Literature review, survey design (development of the survey questionnaire
and soliciting for team inputs, finalization, template for data inputs, etc)
5
4 Field survey and telephone interview 12
5 Data processing, analysis and writing draft report 15
6 Report finalization and presentation after the Foundation’s review and
inputs
2
Total 35

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ANNEX 2: Information Inquiry Forms
INFORMATION COLLECTION FORM
DRM TRAINING PROGRAM IMPACT EVALUATION
(For participants of training workshops)
1. Name and surname: Year of birth:
2. Sex: Male Female
3. Province/city:
4. Date of the training workshop you participated:
5. After having been trained, back to the practice of your business, do you think the
training contents are useful for DRM work at your enterprise? (Mark X in the
appropriate box)
Very useful
Useful
Partly useful
Not useful
6. How do you assess the usefulness of the training workshop to yourself? (Mark X in the
appropriate box. You can mark more than 1 option)
The training workshop has helped me understand DRM better
The training workshop has helped me to know how to help my enterprise be more effective in
disaster prevention and response.
I realise that I need to take appropriate actions to help my enterprise to prevent and response
more effectively to disaster.
I can establish and broaden the relationship with other partners and businesses.
Not useful at all to me
Other (please specify):
7. Please specify main contents you have learned at the training workshop that you
participated (Mark X in the appropriate box)
Concepts and the necessity of disaster risk management
Disaster risk assessment in enterprises
Evaluation of the assets/property subject to disaster risk
Planning for assets/property moving and protection
Planning for staff in case of emergency
Planning for post disaster recovery
Planning for customers and suppliers
Planning of communication in case of emergency
Planning for protecting information and databases

59
Other contents
8. What activities below your enterprise has implemented or you play a role to promote?
(Mark X in the appropriate box. You can mark more than 1 option)
Report to the enterprise management about the outcomes of the training workshop
Distribute/share the training contents with colleagues
Establish the disaster response action/duty team
Talk to staff in the enterprise about what should be done in case of emergency
Develop plans and give instructions for units and staff about steps of preparation and response
before, during and after disaster.
Buy insurance against storm and flood
List of spare equipment and materials/supplies for use during the storm/flood (e.g. petrol,
batteries,etc.)
Make a detailed and clear duty assignment table in case of storm/flood
Plan for quick post disaster recovery
List all staff in the enterprise
List all customers and suppliers
Conduct rehearsal to practise in disaster situations
Buy spare electric generators
Other activities (please specify):
THANK YOU VERY MUCH!

60
IN-DEPTH INTERVIEW– DRM TRAINING PROGRAM
(For heads of participating enterprises)
Date …
I. GENERAL INFORMATION
1. Name and surname:
2. Year of birth: 3. Sex Male Female
4. Tel No.: 5. Email:
6. Name of organisation/enterprise:
7. Address:
8. Position/Working Title:
II. TRAINING PROGRAM IMPACT EVALUATION
1. Your employees have recently participated in the DRM training workshop. Have they reported the
contents of the training to the management or distributed/shared with other staff in your
organization/enterprise?
Yes
No
If Yes, please specify which contents have been shared:
Are those contents relevant/useful to your organization/enterprise?
Yes No
2. In your opinion, is it necessary to have plan for active preparation/prevention and response to
disaster for your own enterprise?
Yes No
3. Has your enterprise a DRM plan?
Yes, can I have a copy of that?
No, Can you explain why (lack of resources, etc.)
4. What specific activities have been carried out at your enterprises after the staff have participated in
the training? (Suggestions: communicate with staff on the new knowledge and skills; develop a
disaster prevention and response plan, etc.) What are the annual activities the enterprise currently
implements for disaster prevention and response? (Suggestions: develop DRM plan, establish the
disaster duty team, etc.)
5. For enterprises already having DRM plan: Do you have any suggestions/proposals to the
authorities/your upper management level in order to sustain and develop further DRM planning at
your enterprise?
For enterprises not having DRM plan: Do you have any suggestions/proposals to the
authorities/your upper management level in order to develop a DRM plan for your enterprise?

61
(For VCCI branch officers in the program provinces)
Date …
1. Name and surname:
2. Year of birth:
3. Sex: Male Female
5. Tel No:
6. TRAINING PROGRAM IMPACT EVALUATION
1. Can you please explain based on what criteria VCCI has selected participants to attend the training
workshop? How was it implemented? When was it implemented?
2. Do VCCI receive feedbacks on DRM work from participating enterprises after the training? Does
the training help the participants to be better aware of and better implement the DRM plan at the
enterprises than before?
3. Do you know how many enterprises have applied the knowledge/skills learned to make DRM plan
for them after the training? How effective is the plan? What are impacts/effects on the enterprises?
4. In your opinion, what are the strengths and weaknesses of the Training Program? Can you suggest
solutions to overcome the weaknesses?
5. When the Project expires, will VCCI be able to continue to implement capacity strengthening
activities on disaster prevention and response to small and medium enterprises?
If yes, what would be the funding sources?
If no, please specify the reasons (e.g. lack of resources, etc.)
6. Do VCCI have any suggestions/recommendations in order to sustain and expand this training
model in the future?

62
(For resource trainers)
1. Name and surname: ...........................................................
2. Year of Birth: .....................................
3. Sex: Male Female
4. Organisation:.......................................................................
5. Province:............................................
6. Have delivered training workshops in: Da Nang, Nghe An, Khanh Hoa,
Binh Đinh, Hue
7. Having participated in TOT training, do you think the training contents are useful for
DRM work at enterprises in the practice of business?
Very useful
Useful
Not useful at all
8. In your opinion, is it necessary that enterprises develop a plan for active disaster
prevention and response for themselves?
Necessary
Not necessary
9. After the training, did you suggest/persuade/encourage enterprises leaders to make,
develop or update DRM plans?
Yes, Can you send us a copy of the enterprise’s DRM plan or fire prevention plan?
No, can you specify the reasons
10. As trainer, do you think the training contents are relevant and easy to transfer to the
participants?
Yes No
11. If the training activities continue, what do you think should be added or modified in the
training contents?
Suggestions:
- In term of the contents: Should the knowledge delivered be more advanced? Should it be
more in-depthfor different business sectors/industries?
- In term of format/layout: duration of training workshop; volume of training curriculum per
workshop? Handouts, layout of the training materials, etc.
12. Do you have any suggestions/recommendations to sustain and develop the core group of
resource trainers?
Suggestions: regarding the training plan? Regarding financial and human resources?

63
(For non-participants)
Date …
1. Name and sunname:
2. Year of birth: 3. Sex: Male Female
4. Tel No. 5. Email:
7. Department/Unit:
8. Organisation/Enterprise:
9. Province/City:
10. Address:
II. INFORMATION ABOUT DRM TRAINING PROGRAM
1. Recently several staff in your enterprise has participated in training workshops. Do you
know that they were trained on the following contents:
Introduction to general knowledge of DRM at enterprises
Planning for disaster prevention and response
Rehearsal and training on disaster response plan implementation
Planning for post-disaster recovery and reconstruction
2. What do you think about the above training contents?
Very relevant/very useful
Relevant/Useful
Not relevant/ not useful
3. Have you ever been trained on the above contents?
Yes. If so, then:
- That training was:
organised by the enterprise
organised by external organisation
- That training workshop took place in … days
Not yet. If so, do you like to participate?
Yes
No
4. Did your colleagues who received training on DRM knowledge/skills share/circulate their
experience with you?
Yes
No

64
If yes, can you be more specific on the contents shared
5. Does your enterprise have DRM plan?
Yes, Can you send us a copy of that plan?
No, Can you send us a copy of fire prevention plan of your enterprise?

65
ANNEX 3: List of participants having responded in the information collection
forms
No. Name Position Enterprise/Organisation
Da Nang
1. Nguyễn Thị Trà My Staff PORSERCO
2. Nguyễn Thành Vũ Director Vũ Phong Co. Ltd.
3. Trương Thị Thanh Hải HR Head
Hoi An Tourism and Services Joint Stock Co.
(Công ty CP du lich và dịch vụ Hội An)
4. Huỳnh Chờ HR Head
Viettronimex Supermarket Da Nang (Siêu thị điện
máy Viettronimex )
5. Huỳnh Thị Thanh An Unit Head Mỹ Khê Hotel – Army Area 5
6. Ngô Đình Nam Team Leader
Food College (Trường CĐ Lương thực - Thực
phẩm)
7. Phùng Thị Hoài Thương Staff
Vehicle and Construction Stock Company No. 10
(Công ty CP Cơ giới và Xây lắp số 10)
8. Trần Hoài Vỹ Director
Thanh Thu Metal Construction Joint-Stock Co.
(Công ty CP Nhà thép tiến chế Thanh Thu)
9. Trần Phúc Trí Director
Light House Joint –Stock Co. (Công ty CP Ngọn
Hải Đăng)
10. Nguyễn Quang Lợi Staff
11. Lê Văn Ba Vice General Director VICOSIMEX
12. Trần Ngọc Nhị Vice Director
Hotel Bamboo Green Trần Phú (Khách sạn Tre
Xanh)
13. Phạm Thị Thúy Hiền
Deputy Head,
Environment
Protection Department
Da Nang Exhibitions and Markets Management Co.
(Công ty QL Hội chợ triển lãm & các chợ ĐN)
14. Trương Tấn Đông
Deputy Head,
Administration
Da Nang Trading and Construction Joint Stock Co
(Công ty CP TM và Xây dựng Da Nang)
15. Nguyễn Thị Minh Huệ Deputy Head
Central Region Post Joint Stock Co. (Công ty CP
Bưu Điện Miền Trung)
16. Phạm Văn Trị Deputy Head
DANAPHA joint-stock pharmacertical Co. (Công
ty CP Dược DANAPHA)
17. Nguyễn Bá Chu
Deputy Head,
Operations Deparment
Food College (Trường CĐ Lương thực - Thực
phẩm)
18. Nguyễn Quang Tự
Deputy Head,
Administration
19. Nguyễn Quang Nông
Head. Planning
Department
20. Hoàng Trần Linh Department Head
Hoang Quan Co. Ltd. (Công ty TNHH TĐG Hoàng
Quân)
21. Trần Ngọc Hoàng Department Head
Central Region Hydropower Joint-stock Company
(Công ty CP Thuỷ điện Miền Trung)
22. Đào Phương Thúy Staff MALTESER
23. Hồ Viết Thanh Department Head Vinatex Đa Nang
24. Hứa Phạm Tuân Director
QSM Vietnam Co. Ltd. (Công ty TNHH QMS Việt
Nam tại Da Nang)
25. Huỳnh Đức Dũng Department Head
Ben thanh Non nuoc Tourism JS Co. (Công ty CP
Du lịch Bến Thành Non Nước)

66
26. Ngô Quang Hùng HR Head
DANAMECO Health Care JS Co. (Công ty CP Y
tế DANAMECO)
27. Nguyễn Phú Hoàng HR Deputy Head
DANAMECO Health Care JS Co. (Công ty CP Y
tế DANAMECO)
28. Phạm Vũ Bằng Factory Deputy Head Vinatex Đa Nang
29. Trần Thị Kim Oanh Staff
Hoa Nhon Forestry Processing Factory (Xí Nghiệp
chế biến lâm sản Hòa Nhơn)
30. Hồ Thị Mỹ Phương
Staff
Phu My Garment Factory (Nhà máy may Phù Mỹ)
31. Nguyễn Thị Kim Dung
Staff
Vinatex Đa Nang
32. Nguyễn Văn Long
Staff Dung Quat Garment Factory – Vinatex Branch
(Nhà máy may Dung Quất – Chi nhánh Công ty CP
Vinatex Da Nang)
33. Trần Nguyên Ngọc
Staff
Vinatex Đa Nang
Thừa Thiên Hue
34. Hoàng Thế Viền Quang
Vice Head, Finance
Department
Tien Phong Forestry Co. Ltd. (Công ty TNHH Lâm
nghiệp Tiền Phong)
35. Lê Phước Tâm Vice Director Hue Tourism JS Co. (Công ty CP Du lịch Hue)
36. Nguyễn Đình Hà Team Leader
Dang Tuan Manufacturing and Trading Service Co.
Ltd. (Công ty TNHH SXTM DV Đặng Tuấn)
37. Phan Thế Sơn Department Head
Tien Phong Forestry Co. Ltd. (Công ty TNHH Lâm
38. Trần Đình Phi Staff
Phuoc Phu Trading Co. Ltd. (Công ty TNHH TM
Phước Phú)
39. Trương Thị Thu Dung
Head of
Administration
Hue Brewery Co. Ltd. (Công ty TNHH Bia Hue)
40. Nguyễn Văn Quang Vice Unit Head
Hue Garment Export JS Co. (Công ty CP May XK
Hue)
41. Hồ Thị Thanh Thúy Technician
Phuoc Phu Trading Co. Ltd. (Công ty TNHH TM
Phước Phú)
42. Ngô Văn Việt Staff
Hoang nam Private Enterprise (Doannh Nghiệp tư
nhân Hoàng Nam)
43. Ngô Đình Tuấn Staff
Huong Giang Tourism JS Co. (Công ty CP Du lịch
Hương Giang)
44. Phan Văn Hợp Staff Hue Frit JS Co. (Công ty CP Frit Hue)
45. Nguyễn Khắc Toàn Vice General Director Hue Tourism JS Co. (Công ty CP Du lịch Hue)
46. Lê Cửu Đạt Vice Department Head
Hue Pjico Insurance JS Co. (Công ty CP Bảo Hiểm
Pjico CN Hue)
47. Lê Tuấn
Vice Department Head Hue Pjico Insurance JS Co. (Công ty CP Bảo Hiểm
Pjico CN Hue)
48. Lê Văn Tạo
Vice Department Head Development Bank, Hue Branch (Chi nhánh Ngân
hàng phát triển TTH)
49. Trần Minh Loan
Vice Department Head Tien Phong Forestry Co. Ltd. (Công ty TNHH Lâm
50. Nguyễn Năm Manager
Dang Tuan Manufacturing and Trading Service Co.
Ltd. (Công ty TNHH SXTM DV Đặng Tuấn)
51. Lê Công Minh Dũng Department Head
Pjico CN Hue)
52. Lê Quý Anh Hùng Department Head DMZ Tourism JS Co. (Công ty CP du lịch DMZ)
53. Dương Thị Kim Thoa Staff
Pjico CN Hue)
54. Nguyễn Cửu Bình
Sales Department
Head
MHB Hue Branch (Ngân hàng MHB CN Hue)

67
55. Nguyễn Đức Vũ HR Manager
Trung Quy Investment JS Co. (Công ty CPĐT
Trung Quý-Hue)
56. Phạm Thị Diệu Huyền Department Head
Lien Viet Bank Hue Branch (Ngân hàng Bưu Điện
Liên Việt CN Hue)
Khanh Hoa
57. Lê Văn Quang Staff Sodex Toseco Co. Ltd.
58. Nguyễn Đào Staff
Khanh Hoa Aquaproduct Co. Ltd. (Công ty TNHH
MTV XK Thủy sản KH)
59. Đoàn Thị Thu Hà Staff
Khanh Hoa Canned Food Co. Ltd. (Công ty TNHH
Đồ hộp Khánh Hoà)
60. Hoàng Thành Nam Department Head Bien Viet Co Ltd. (Công ty TNHH Biển Việt)
61. Nguyễn Thị Thanh Dung Staff Hoang Hai Co. Ltd. (Công ty TNHH Hoàng Hải)
62. Bùi Minh Thiện Staff
Khanh Hoa Garment JS Co. (Công ty CP may
Khanh Hoa)
63. Bùi Thanh Hà
Vice Head, Labour
Safety Unit
Dai Nam Rapexco Co. Ltd. (Công ty TNHH MTV
RAPEXCO ĐẠI NAM)
64. Đào Duy Minh Department Head
Khanh Hoa Cultural and Information Service JS
Co. (Công ty CP DVVHTT Khánh Hoà)
65. Đỗ Hữu Việt Director
Nha Trang Aquaproduct JS Co. No. 584 (Công ty
CP thủy sản 584 Nha Trang)
66. Hoàng Văn Ái Department Head
Khanh Hoa Mining and Investment JS Co. (Công ty
CP Khoáng sản & ĐT Khánh Hoà)
67. Lại Văn Cung Staff Karmsund Maritime VN Co. Ltd.
68. Lê Thị Huệ Staff
Thong Nhat Swimsuit Co. Ltd. (Công ty TNHH
MM Đồ bơi Thống Nhất)
69. Lê Văn Hoạt Vice Director
Khanh Hoa Animal Feed Factory (Nhà máy thức ăn
chăn nuôi Khanh Hoa)
70. Lương Văn Yên Trưởng Phòng TCHC
Water Supply and Drainage Construction JS Co
No. 12 (Công ty CP XD Cấp thoát nước số 12)
71. Lưu Văn Chánh Vice Director
Cat Phu Joint- Venture Ltd. (Công ty LD TNHH
Cát Phú)
72. Lý Trọng Phúc
Head of
Administration
Nha Trang Vina Mechanical JS Co. (Công ty CP
Cơ khí Vina Nha Trang)
73. Ngô Văn Tưởng
Head of Crocodile
Farm
Khatoco Ostrich and Crocodile Trading Co. (Công
ty KD Đà Điểu, cá Sấu Khatoco)
74. Nguyễn Đình Đua Vice Team Leader
Morning Star 21st
Century Co. Ltd. (Công ty
TNHH Sao Mai Thế kỷ 21)
75. Nguyễn Minh Staff Long Shin Co. Ltd.
76. Nguyễn Thành Lập Factory Manager
Hoan My Aquaproduct Co. Ltd. (Công ty TNHH
Thủy sản Hoàn Mỹ)
77. Nguyễn Thị Lê Trinh
Head,
Export-Import
Department
FLD Việt Nam Co.
78. Nguyễn Thị Thùy Trang Technician
Nghe Khuong Private Enterprise (Doanh nghiệp tư
nhân Nghệ khương)
79. Nguyễn Trọng Thành
Vice Head, Finance
Department
Cam Ranh Port Co. Ltd. (Công ty TNHH MTV
Cảng Cam Ranh)
80. Nguyễn Văn Hưởng
Head of
Administration
Long Phu Tourism JS Co. (Công ty CP Du lịch
Long Phú)
81. Nguyễn Văn Tuấn
Vice Head, Production
Department
Long Hiep Co. Ltd.
82. Nguyễn Vương Anh Controller
Thong Nhat Swimsuit Co. Ltd. (Cty TNHH MM
Đồ bơi Thống Nhất)
83. Phạm Bá A Vice Director Khánh Tân JS Co.

68
84. Trần Nguyễn Long Châu Head of Storage
Southern Central Region Sabeco Trading JS Co.
(Công ty CP TM Sabeco Nam Trung Bộ)
85. Trần Tiến Dũng Staff Hong Hieu Co. Ltd.
86. Trương Thị Bích Liễu Staff
Nha Trang Branch Sun JS Co. (Chi nhánh Công ty
CP Mặt Trời Nha Trang)
87. Từ Thị Ngọc Nữ Vice Director JF Fish Co. Ltd.
88. Võ Thị Thúy Diễm Staff Nha Trang Biển Sáng Co. Ltd.
89. Nguyễn Minh Hiếu Thiện
Vice Head, Sales
Department
Nha Trang Seafoods F.17 JS Co.
90. Nguyễn Thị Kim Chi Staff
Sothern Central Region Sabeco JS Co. (Công ty CP
TM Sabeco Nam Trung Bộ)
91. Vũ Thanh Tùng Technician
Nha Trang Bay JS Co. (Công ty CP Vịnh Nha
Trang)
Bình Định
92. Hoàng Ngọc Thành Department Head
Sai Gon Quy Nhon Tourism JS Co (Công ty CP DL
Sài Gòn - Quy Nhơn)
93. Hà Thị Diễm Phượng Staff Tri Tin Co. Ltd.
94. Nguyễn Thị Mai Thảo
Head of
Administration
Shaiyo AA Việt Nam Co.
95. Trương Trần Dư
Head, Planning
Department
A Dong JS Co. (Công ty CP Á Đông)
96. Phan Lâm Hơn Director Thanh Binh Co. Ltd.
97. Mai Thị Hà
Head of
Administration
Binh Phu Co. Ltd.
98. Đinh Thị Minh Thành Director Hung Phu Co.Ltd.
99. Nguyễn Tân Toàn Vice Director Xuan Hieu Co.Ltd.
100. Lê Công Quang Director
New Vinh An Construction & Trading Co. Ltd.
(Công ty TNHH XD&TM Tân Vĩnh An)
101. Trần Quang Ánh Director
Ngoc Chanh Trasportation & Trading Co. Ltd.
(Công ty TNHH TM VT Ngọc Chánh)
Nghe An
102. Lê Thị Hải Staff
Truong Thinh Tea Co. Ltd. (Công ty TNHH Chè
Trường Thịnh)
103. Nguyễn Thế Hùng Staff
Halotexco Garment JS Co. (Công ty CP May
Halotexco)
104. Nguyễn Khắc Dinh Staff
Hoang Thi Loan Garment JS Co. (Công ty CP Dệt
may Hoàng Thị Loan)
105. Trần Thanh Sơn Staff
Nghe Tinh PTS Company (Công ty PTS Nghệ
Tĩnh)
106. Trần Hưng Minh Staff VCCI Nghe An
107. Hoàng Thị Xuân Technician
Hop Thanh Import-Export Co. Ltd. (Công ty
TNHH XNK Hợp Thành)
108. Trần Việt Vinh Vice Director
Construction JS Co. No. 16 (Công ty CP xây dựng
16)
109. Nguyễn Viết Triển Vice Director
New Khanh An Co. Ltd. (Công ty TNHH MTV
Tân Khánh An)
110. Lê Huy Phương Director
Nghe An Car Mechanical JS Co. (Công Ty CP cơ
khí ô tô Nghe An)
111. Nguyễn Thị Hà Vice Director
Nghe An Plastic and Wood Manufacturing and
Trading JS Co. (Công ty CP sản xuất TMDV Nhựa
mộc Nghe An)

69
112. Nguyễn Phan Anh Lead Guard
Trung Do Granite Factory (Nhà máy gạch Granite
Trung Đô)
113. Nguyễn Sỹ Thiết Expert VCCI Nghe An
114. Nguyễn Minh Thắng CB
Viet-Lao Investment and Technical Cooperation
Co. (Công ty ĐT HTKT Việt Lào)
115. Nguyễn Thị Thu Hà CB
Northen Construction Technology and
Development JS Co. (Công ty CP CN&PT xây
dựng Miền Bắc)
116. Nguyễn Triết Giang Technician
Trung Đô)
117. Nguyễn Văn Diệu Technician
Trung Đô)
118. Phạm Anh Tuấn Expert Red Cross Nghe An
119. Phạm Đình Ngân
Head, Membership and
Training Department
VCCI Nghe An
120. Phạm Thị Huyền Trâm Staff
Ha Anh Trading and Investment JS Co. (Công ty
CP Thương mại đầu tư Hà Anh)
121. Phạm Thị Minh Nguyệt Staff
Management Unit of Quang Trung Temple (Ban
Quản lý Di tích Đền Quang Trung)
122. Phạm Thị Nga Expert VCCI Nghe An
123. Phạm Trọng Hiếu Director
Nghe An Plastic and Wood Manufacturing and
Trading JS Co. (Công ty CP sản xuất TMDV Nhựa
mộc Nghe An)
124. Phùng Khắc Thanh Staff
Nghe Tinh Coal Trading Co. (Công ty KD Than
Nghệ Tĩnh)
125. Nguyễn Tiến Phương
Head of
Administration
Austdoor Nghe An JS Co.
126. Đặng Anh Tuấn Staff
Nghe Tinh Coal Trading Co. (Công ty KD Than
Nghệ Tĩnh)
127. Chu Đức Hải Sales Head Thien Phu Co. Ltd.
128. Hoàng Thị Thu Huyền Staff SME Association
129. Hà Thị Tố Như Officer SME Association Cua Lo Branch
130. Mai Kim Tuấn Director
Vinh Tien Trading JS Co. (Công ty CP TM Vĩnh
Tiến)
131. Nguyễn Quang Đại Factory Head
132. Hồ Hữu Phước
Head,
Technical Department
Electric Construction Vineco3 JS Co. (Công ty CP
XD điện Vineco3)
133. Lê Thị Thanh Yến Technician
Due Hong Trading Private Enterprise (DNTN
Thương mại tổng hợp Duệ Hồng)
134. Nguyễn Minh Đức Staff
Northen Central Region Sabeco Trading JS Co.
(Công ty CP TM Sabeco Bắc Trung Bộ)
135. Lê Đình Quân
Head, Finance
Department
New Khanh An Co. Ltd. (Công ty TNHH 1 TV Tân
Khánh An)
136. Đậu Công Lộc Vice Director
Nghe An Car Mechanical JS Co. ( Công ty CP cơ
khí ô tô Nghe An)
137. Lê Đình Tuyển Staff Thien Phu Company
138. Nguyễn Hữu Đức Director Hang Hai private enterprise (DNTN Hằng Hải)
139. Lê Trọng Đại
Chair of Staff
Association
Hoang Thi Loan Garment JS Co. (Công ty CP dệt
may Hoàng Thị Loan)

70
140. Hà Thị Thu Hằng
Head, Finance
Department
141. Đặng Thị Hạnh Director
My Hanh Ao dai Dress Company (DN áo dài Mỹ
Hạnh)
142. Hoàng Thị Lộc Expert Red Cross Nghe An
143. Lê Minh Trí Director 1.E Company
144. Nguyễn Văn Thảo Staff Viet- American Co Ltd. (Công ty TNHH Việt Mỹ)
145. Nguyễn Văn Thiên Vice Director
Northen Central Region Sabeco Trading JS Co.
(Công ty CP TM Sabeco Bắc Trung Bộ)
146. Phạm Thị Hương Mai Staff SME Association
147. Tăng Văn Trường Vice Director
Truong Thinh Tea Co. Ltd. (Công ty TNHH Chè
Trường Thịnh)
148. Trần Đức An Acting Director
149. Võ Văn Đại Director
Van Phan Aquaproduct JS Co. (Công ty CP thuỷ
sản Vạn Phần)

71
ANNEX 4: List of face-to-face interview participants

ANNEX 5: Tables of data summary
Table 1: Summary of evaluation on 03 TOT workshops in 2011
Nghe An Khanh Hoa Da Nang Total
Contents of evaluation Rating Number % Number % Number % Number %
1. Training contents Very Relevant 13 25% 6 12% 5 10% 24 46%
Relevant 6 12% 11 21% 11 21% 28 54%
Not Relevant
2.Training methods Very Good 10 19% 11 21% 2 4% 23 44%
Good 9 17% 6 12% 11 21% 26 50%
Bad 3 6% 0%
3.Training duration Too Long 2 4% 6 12% 0%
Just Enough 18 35% 14 27% 9 17% 41 79%
Too Short 1 2% 1 2% 1 2% 3 6%
4.Logistics Very Good 13 25% 13 25% 13 25% 39 75%
Good 6 12% 4 8% 2 4% 12 23%
Average 1 2% 0%
Bad
5. Degree of
understanding of main
contents Very Good 6 12% 12 23% 3 6% 21 40%
Good 13 25% 4 8% 13 25% 30 58%
Average 1 2% 0%
Bad 0
6. Possibility to apply to
the practice Very Good 5 10% 12 23% 4 8% 21 40%
Good 12 23% 5 10% 10 19% 27 52%
Average 2 4% 2 4% 0%
Not applicable

7. Degree of change in knowledge after 3 TOT workshops in 2011
Contents Before training After training
1. The importance of disaster prevention 6.6 9.4
2. Several concepts and principles in disaster prevention 5.1 8.1
3. Cycle of disaster risk management (DRM) in the enterprises 4.3 8.8
4. Assessment of disaster risk in the enterprises 4.5 8.7
5. Planning for business continuity 3.8 7.7
6. Developing and testing options for moving and sheltering in the
enterprises 4.6 8.4
7. Protection of documentation and database of the enterprises 5.2 8.1
8. Making communication strategy 4.9 8.7
9. Contingency/Emergency Plan for employees 4.7 8.2
10. Contingency Plan for customers and suppliers 4.0 7.9
11. Evaluation and options of insurance against disaster risk 2.2 4.2
12. Maintaining contacts with the community, enterprises and
authorities (e.g. police, fire brigade, health care units, electicity units, etc.) 5.7 8.5
13. Corporate Social Responsibility (CSR) in DRM 3.4 5.1
14. Measures of disaster risk mitigation 5.5 8.8
15. Methods to integrate DRM into business plan 1.8 4.5

74
Table 2: Summary of evaluation on 6 enterprise training workshops in 2011
Contents of
evaluation
Rating (%) Da Nang Khanh Hoa Nghe An Total
Number % Number % Number % Number %
1.Objective of the
training workshop
Very Good 18 46.2 32 66.7 36 78.3 86 64.7
Good 20 51.3 16 33.3 10 21.7 46 34.6
Average 1 2.6 0 0.0 0 0.0 1 0.8
Bad 0 0.0 0 0.0 0 0.0 0 0.0
2. Training contents Very Relevant 15 38.5 25 52.1 25 54.3 65 48.9
Relevant 23 59.0 23 47.9 21 45.7 67 50.4
Not Relevant 1 2.6 0 0.0 0 0.0 1 0.8
3.Training duration Too Long 0 0.0 0 0.0 0 0.0 0 0.0
Just Enough 33 84.6 46 95.8 37 80.4 116 87.2
Too Short 6 15.4 2 4.2 9 19.6 17 12.8
4.Logistics Very Good 20 51.3 42 87.5 33 71.7 95 71.4
Good 16 41.0 6 12.5 10 21.7 32 24.1
Average 3 7.7 0 0.0 3 6.5 6 4.5
Bad 0 0.0 0 0.0 0 0.0 0 0.0
5. Degree of
understanding of
main contents
Very Good 14 35.9 19 39.6 20 43.5 53 39.8
Good 24 61.5 28 58.3 23 50.0 75 56.4
Average 1 2.6 1 2.1 3 6.5 5 3.8
Bad 0 0.0 0 0.0 0 0.0 0 0.0
6. Possibility to apply
to the practice
Very Good 11 28.2 13 27.1 18 39.1 42 31.6
Good 26 66.7 29 60.4 23 50.0 78 58.6
Average 2 5.1 6 12.5 5 10.9 13 9.8
Not Applicable 0 0 0 0 0 0 0 0.0

75
Table 3: Summary of evaluation on 10 enterprise training workshops in 2012
Contents of evaluation Rating DA NANG KHANH HOA HUE BINH DINH NGHE AN
1.Objective of the training
workshop
Very Good 55.59% 71.62% 57.33% 67.13% 50.00%
Good 44.41% 28.38% 42.67% 31.02% 42.31%
Average 0% 0% 1.85% 7.69%
Bad 0% 0% 0% 0%
2. Training contents Very Relevant 52.20% 49.14% 51.78% 54.86% 53.85%
Relevant 44.52% 50.86% 48.22% 45.14% 46.15%
Not Relevant 0% 0% 0% 0%
3. Training duration Too Long 1.67% 0% 0% 3.85%
Just Enough 91.77% 96.19% 88.59% 78.94% 92.31%
Too Short 6.56% 3.81% 11.41% 21.06% 3.85%
4. Logistics Very Good 62.58% 93.11% 61.19% 68.75% 69.23%
Good 37.42% 13.79% 38.81% 49.77% 26.92%
Average 0% 0% 0% 3.85%
Bad 0% 0% 0% 0%
5. Evaluation of the contents
Part I Very Good 88.33% 100% 90.00% 92.05% 73.08%
Good 10.00% 10% 7.50% 19.23%
Average 1.67% 0% 0% 7.69%
Bad 0% 0% 0% 0%
Part II Very Good 86.67% 100% 86.67% 96.25% 76.92%
Good 11.67% 11.67% 3.75% 15.38%
Average 1.67% 1.67% 0% 7.69%
Bad 0% 0% 0% 0%
Part III Very Good 66.67% 100% 70% 85.83% 69.23%
Good 26.67% 26.67% 8.75% 23.08%
Average 6.67% 3.33% 5.42% 7.69%
Bad 0% 0% 0% 0%
Part IV Very Good 70% 100% 66.67% 82.08% 80.77%
Good 21.67% 16.67% 14.58% 11.54%

76
Average 11.67% 16.67% 3.33% 7.69%
Bad 0% 0% 0% 0%
6. Evaluation of the degree of change in the knowledge volume of participants
TT
Avg.
score
before
training
Avg.
score
after
training
Avg.
score
before
training
Avg.
score
after
training
Avg.
score
before
training
Avg.
score
after
training
Avg.
score
before
training
Avg. score
after
training
Avg. score
before
training
Avg. score
after
training
Avg.
score
before
training
Avg.
score
after
training
DA NANG KHANH HOA HUE BINH DINH NGHE AN
Total
1
Benefits of DRM in the
enterprises
7.15 8.98 5.66 8.95 6.72 7.3 6.4 8.65 7.6 9.3 6.71 8.64
2
Several fundamental concepts of
DRM (disaster, risk, response,
recovery, etc.)
6.22 8.42 5.66 8.72 6.37 7.22 5.1 8.2 7.3 8.3 6.13 8.17
3
Cycle of planning for disaster
prevention and response at the
enterprises
4.68 7.93 4.05 8.75 5.53 6.85 4.03 8.83 6.7 8.5 5.00 8.17
4
Assessing the disaster risk of the
enterprises
4.18 7.77 4.08 8.24 5.30 6.68 4.2 7.65 7.2 8.2 4.99 7.71
5
Planning for employees
evacuation
5.25 7.92 4.42 8.77 5.30 6.8 4.59 7.99 7.3 8.3 5.37 7.96
6
Planning for moving and
protecting assets/property
5.82 8.35 4.5 8.88 6.10 7.05 4.93 8.08 7.8 8.8 5.83 8.23
7
Making plan to maintain
communication in case of
disaster
5.40 8.07 4.85 8.96 6.23 7.07 4.86 8.11 7.5 8.6 5.77 8.16
8
Making contingency plan for
customers and suppliers
4.98 8.08 4.47 8.84 5.05 6.6 4.02 7.66 6.9 8.4 5.08 7.92
9
Making training plan and
rehearsal of disaster to response
in case of emergency
4.93 9.47 4.48 8.76 5.97 6.48 4.22 7.7 7 8.3 5.32 8.14
10
Planning for post-disaster
recovery and reconstruction
4.18 7.47 3.84 8.53 5.00 5.9 3.3 7.41 6.7 8.7 4.60 7.60
11
Planning for post-disaster
recovery and reconstruction
(???)
5.20 7.87 3.75 8.62 5.60 6.7 4 7.78 7.6 8.6 5.23 7.91

ANNEX 6: Summary from in-depthinterviews in 5 provinces/cities

ANNEX 7: Plan for storm and flood prevention and response at
Ngon Hai Dang (Light House) JS Company
PLAN FOR STORM AND FLOOD PREVENTION AND RESPONSE – COMPANY OFFICE
FORECAST OF STORM No. 8 COMING TO THE SHORE: 18h 10/20/2012
I.COMMAND DUTY UNIT
1. Head of the Unit:
2. Vice Head of the Unit:
3. Members of the Unit: Guards, Technicians (4 people)
II. DETAILED PLAN
Order ITEMS NARRATIVE
QUANTI
TY
RESPONSIBILITY
ESTIMAT
ED
BUDGET
Number of
days till the
storm
Date of
complet
ion
Check
I
STORM SEASON
- PREPARATION WORKS
- DUTY ASSIGNMENTS
- The first storm this year, estimated from level 6, is forecasted to come at the
company location in 5 days. This is taken as the beginning of the storm season. It is
necessary to have a meeting for reviewing the plan, checking tools for storm
fighting, as well as making concrete duty assignments. For later storms, depending
on the level of danger, it may not need such meeting, but only an announcement to
all staff to take appropriate actions, as referred to the approved plan.
1
Meeting to assign duties to individuals,
remind staff and workers on the preparation
work for storm fighting at the office as well
as at home.
Participants are the same as at
normal exchange meetings.
Prepare for response to storm
and flood.
Receptionist to fix the
time and inform
everybody
OK
2 Checking the tools for storm fighting
Wooden pillars and plats (set) 3 Thạnh, Hùng

79
Glass magnets 10
Battery re- charge lamps 4
Individual Gas Stoves 2
Push-to-talk Sets 3
Health Care Box 2
Canvas (1.8m*3m) 10
Plastic string, metal wire,
nails, hummers
Radio set + battery (to keep
updated with storm
information and developments)
1
3 Hotlines
List of emergency telephone
(Mr. Vu, Mr. Khoa, Mr. Tri,
Guards, Health Emergency,
Fire Fighting, etc. at the desk
of construction site office
Receptionist
II 2 DAYS BEFORE THE STORM
Mobilize the storm fighting resources, depending on the storm level to deploy
gradually from A to B and C. Level lower than 6 is not considered a storm.
2
18/10/
2012
A From Level 6 Storm Level 6, 7: Wind is not strong, attention paid to tilt rain and local floods.
1
Check and test electric generators (big and
small)
Ready to operate Thạnh
2 Test the pump in the basement Ready to operate Thạnh
3 Check and clear the drainage systems Guard

80
4
Reserve enough Diesel oil for normal
operation
Thạnh
5
Cut off all the tree branches near the
building which can potentially broken, fall
down.
Guard
6
Check the status of windows, rolling doors,
glass doors to fix any issues found e.g.
locks do not work.
Thạnh, Hùng
7
Store all the coffee facilities in the
conference room on the 9th
floor. Thạnh, Mai
8 Take down all the lanterns on the 9th
floor Thạnh, Guard
B From 8 Level Storm Level 8,9: wind is quite strong
1
Take down the wind-through globe, check
the lightning rod on the roof
Thạnh, Guard
2
Assist employees’ families to prepare for
storm fighting at home.
If necessary
Hùng , Thạnh +
Guard
3
Prepare the safe place/shelter for
households nearby to stay temporarily
during storm.
Places: should be on the first
floor, priority given to elderly
and children
Receptionist
4 Food reserves for the storm season Instant noodles (with cups) 24
Receptionist
200,000
5 Once-off gas cans 4
Receptionist
6 Schedule of no-working days at the office.
Director,
Receptionist
C From Level 10 Storm Levels 10 – 14: wind is violent

81
1
Reinforce the company logo board on the
roof
Thạnh, Guard
2
Check and reinforce all the structures likely
being affected by heavy rain and strong
wind.
Thạnh, Guard
III 1 DAY BEFORE THE STORM Check for completion of all items listed in Part II. 1
19/10/
2012
1 Overall check the preparation job. Mẫn, Hùng
2
Lock and reinforce all the glass doors as in
the procedure
Thạnh, Guard
3
Lock and reinforce the rolling door in the
basement as instructed.
Thạnh, Guard
4
Report the preparation status of the
construction site to Head of storm and
flood prevention and response (SFPR) Unit
Mẫn
IV DURING THE STORM
- Mainly patrol and guard.
- Fix the damages if it is safe.
20/10/
2012
1
Enhance watchdog. Ready to response and
rescue at site.
Watch for losses of
assets/property and thieves
Shift on duty
2
Situation Report: in the following priority
order: (If not reached the first, come to the
second, and so on, not report to many
people at the same time)): Head of SFPR
Unit, Head of Control Unit, Project
Manager
Frequency of reporting
normally is in 60 minutes,
when the storm arrives – in
every 15 minutes, immediate
report in case of accident.
Send SMS if the mobile signal
is weak.
Shift on duty

82
3
Turn off the electricity where not
necessary. Keep the light for security
reason only. Be prepared for total
electricity cut in case of accident.
Shift on duty
V AFTER THE STORM -1
21/10/
2012
1 Identify the exact moment of storm end.
When the wind no longer
harms
Head of SFPR Unit
2 Take off all the covers. All forces
3
Cleanup, recover, bring back moved
machines and equipment.
Assign staff to cleanup and
move all machines and
equipment back to their normal
places.
All forces
4 Report in details all the losses and damages See the list form attached Mẫn
5
Compensation pay to the duty storm forces
(when the storm is from level 8)
5 people X VND100.000 Mẫn proposes 500,000

83
6
Arrange a meeting to assess and draw
lessons learned for next time adjustment in
the plan.
Mẫn, all forces
Total budget estimated: 700,000 VND
Da Nang, date …
PLAN FOR STORM AND FLOOD PREVENTION AND RESPONSE – COMPANY CONSTRUCTION SITE
FORECAST OF STORM No. 8 COMING TO THE SHORE: 18h 10/20/2012
I.COMMAND DUTY UNIT
1. Head of the Unit:
2. Vice Head of the Unit:
3. Members of the Unit: Guards, Technicians (4 people)
II. DETAILED PLAN
Order ITEMS NARRATIVE QUANTITY RESPONSIBILITY
ESTIMAT
ED
BUDGET
Number of
days till
the storm
Date of
complet
ion
Check
I
STORM SEASON
- PREPARATION WORKS
- DUTY ASSIGNMENTS
- The first storm this year, estimated of from level 6, is forecasted to come at the
construction site in 5 days. This is taken as the beginning of the storm season. It is
necessary to have a meeting for reviewing the plan, tools for storm fighting, as well as
concrete work assignments. For later storms, depending on the level of danger, it may
need or not such meeting, but only an announcement to take appropriate actions,
referring to the approved plan.

84
1
Meeting to assign duties to individuals,
remind staff and workers on the
preparation for storm fighting at the
construction site as well as at home.
Participants are the same as at
normal exchange meetings.
Prepare for response to storm and
flood.
Receptionist to fix
the time and inform
everybody
OK
2 Checking the tools for storm fighting
Battery charging lamps 2
Equipment Unit
Alcohol stove + dried alcohols
(set)
1
Push-to-talk set 2
Health Care Box 1
Canvas (1.8m*3m) 2
Plastic string, metal wire, nails,
hummers
3 Hotlines
List of emergency telephone (Mr.
Vu, Mr. Khoa, Mr. Tri, Guards,
Health Emergency, Fire Fighting,
etc. at the secretary desk
Secretary
II 2 DAYS BEFORE THE STORM
Mobilize the storm fighting resources, depending on the storm level to deploy gradually
from A to B and C. Level lower than 6 is not considered a storm.
2
18/10/
2012
A From Level 6 Storm Level 6, 7: Wind is not strong, attention paid to tilt rain and local floods.
1
Stop all the construction works at high
places.
Chief Engineer
2
Check and reinforce the advertisement
boards, take them down if must.
Equipment Unit,
Guard
3 Check and clear the drainage system. Guard

85
4
Check and fix the security fence around
the construction site
Equipment Unit
5
Check and cover the storage of
goods/materials, move or keep them on
higher shelves/raised bases
Equipment Unit
6
Construction site has electric
generators
Reserve enough Diesel oil for
normal operation
Equipment Unit
7 Test the pump in case of flood Ready to operate Equipment Unit
B From Level 8 Storm Level 8,9: wind is quite strong
1 Take down of the advertisement boards Equipment Unit
2
Check the electric system if everything
is in the safe conditions
Equipment Unit,
Guard
3 Food reserves for the storm season Instant noodles (with cups) 12 Secretary 100,000
4 Alcohol stove + dried alcohols (set) 1
Secretary
5 Big drinking water bottles (21l) 2
Secretary
C From Level 10 Storm Levels 10 – 14: wind is violent
1
Reinforce for the cranes operated at the
construction site (each type requires
specific plan for reinforcement)
Equipment Unit,
Guard
2
Check and reinforce all the
structures/construction parts likely
being affected by heavy rain and strong
wind.
Equipment Unit,
Guard
III 1 DAY BEFORE THE STORM Check for completion of all items listed in Part II. 1
19/10/
2012

86
1
Overall check the preparation work
done.
Assigned engineers
2
Report the preparation status of the
construction site to Head of storm and
flood prevention and response Unit
Chief Engineer
IV DURING THE STORM
- Mainly to patrol and guard.
- Fix the damages if it is safe
20/10/
2012
1
Enhance watchdog. Ready to response
and rescue at site.
Watch for losses of assets/property
and thieves
Shift on duty
2
Situation Report: in the following
priority order: If not reached the first,
come to the second, and so on, not
report to many people at the same time:
Head of SFPR Unit, Head of Control
Unit, Project Manager
Frequency of reporting normally is
60 minutes, when the storm arrives
– in every 15 minutes, immediate
report in case of accident. Send
SMS if the mobile signal is weak.
Shift on duty
3
Turn off the electricity where not
necessary. Keep the light for security
reason only. Be prepared for total
electricity cut in case of accident.
Shift on duty
V AFTER THE STORM -1
21/10/
2012
1
Identify the exact moment of storm
end.
When the wind is no longer
affecting
Head of SFPR Unit
2 Take off all the covers. All forces
3
Cleanup, recover, bring back moved
machinery and equipment.
Assign staff to cleanup and move
all machines and equipment back
to their normal places.
All forces

87
4
Report in details all the losses and
damages
See the list form attached Chief Engineer
5
Compensation pay to the duty storm
forces (when the storm is from level 8)
3 people X VND100.000
As proposed by
Chief Engineer
300,000
6
Arrange a meeting to assess the work
done and draw lessons learned for next
time adjustment in the plan.
Chief Engineer, all
forces
Total budget estimated: 400,000 VND
Da Nang, date …
LIST OF MACHINERY AND EQUIPMENT BROKEN DOWN AFTER STORM No. 7/2012
No.
Name of Machinery and
Equipment Quantity Current Status Proposal Budget/Cost
0
Da Nang, date …
Preparer

88
TABLE OF WIND AND WAVE LEVELS (Vietnam Standard)
Wind Level Wind Speed Average Height of Waves Degree of Danger
Beau fort m/s km/h m
0 0-0.2 <1 - Light wind
1 0,3-1,5 1-5 0,1 No danger.
2 1,6-3,3 6-11 0,2
3 3,4-5,4 12-19 0,6
4 5,5-7,9 20-28 1,0 - Small trees with leaves start to move a bit.
Wind of this level can affect the rice trees in
the green stage
5 8,0-10,7 29-38 2,0 - Sea moves a bit. Fishing ships may be turned
tilted. Need to reduce the sails.
6 10,8-13,8 39-49 3,0 - Trees vibrate. Difficult to go against the
wind.
7 13,9-17,1 50-61 4,0 - Sea moves. Dangerous for ships.
8 17,2-20,7 62-74 5,5 - Win can break the tree branches, take off the
house roof and cause damage to houses.
Impossible to go against the wind.
9 20,8-24,4 75-88 7,0 - Sea moves forcefully. Very dangerous to
ships.
10 24,5-28,4 89-102 9,0 - Can knock down trees, houses, power poles.
Cause severe damages.
11 28,5-32,6 103-117 11,5 - Sea moves violently. Can turn up side down
even the large ships.
12 32,7-36,9 118-133 14,0 - Damaging power is enormous.
13 37,0-41,4 134-14 - Sea waves are very forceful.
14 41,5-46,1

89
ANNEX 8: Some pictures of the survey process

Final report on_drm_training_programme_english_2012

Final report on_drm_training_programme_english_2012

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