Turkey is a country where many types of disasters occur frequently, placing us in the "high risk" group of countries. Reducing this high risk is possible with effective disaster management established by relevant institutions and organizations.
Prof. Dr. Mikdat KADIOĞLU
Director of ITU Disaster Management Institute
Mr. KADIOĞLU, we actually know you. It is possible to read your biography in many places, but can you briefly introduce yourself by touching upon the turning points in your life?
Hello, I am Prof. Dr. Mikdat Kadıoğlu. There have been many turning points in my life that have shaped both my academic and professional journey.
Education and Academic Beginnings
In 1987, I completed my master's degree in Atmospheric Sciences at the University of Missouri-Columbia in the USA, and in 1991, I completed my Ph.D. at the same university. These years were the ones where I developed my fundamental knowledge and competencies in meteorology and disaster management.
International Education and Experiences
To specialize in disaster management, I received training in various countries. I participated in training programs at prestigious institutions such as FEMA in the USA, JICA in Japan, and Bournemouth University in the UK. These trainings broadened my global perspective on disaster management and emergency planning and helped me develop various methodologies.
Professional Career and Contributions
In my professional career, I have undertaken many important roles. I have held various positions such as at the Istanbul Metropolitan Municipality Disaster Coordination Center, the Prime Ministry Disaster and Emergency Management Authority, the Turkish Red Crescent Society General Presidency, and as a Consultant to the President of TÜBİTAK MAM. Additionally, I served as the Director of the Istanbul Technical University (ITU) Climate Change Application and Research Center, and I am currently serving as the Head of the Meteorology Engineering Department at the ITU Faculty of Aeronautics and Astronautics and the Director of the ITU Disaster Management Institute.
"Unfortunately, Turkey is not yet prepared for an earthquake. Surveys show that there is no significant difference in disaster preparedness awareness regardless of education level or economic status. The experience of institutions and organizations is focused solely on destruction and recovery. Unfortunately, the lessons they pay attention to and learn from are limited to crisis management. Real risk management is not even visible at the end of the tunnel."
Volunteering and Media
I have always prioritized contributing to society as a volunteer in civil defense and Red Crescent training. I have prepared and presented TV documentaries and written columns for Hürriyet and Milliyet newspapers. These platforms allowed me to reach a wider audience with my knowledge and experiences.
Publications and Academic Contributions
I have various publications on atmospheric sciences and disaster management. These works are used as significant reference sources both in the scientific world and in practical applications.
In Summary
Throughout my life, I have aimed to contribute to society by using the knowledge and experiences I have gained in meteorology and disaster management in my academic and professional life. Each new experience and role has been a turning point for me and has provided me with different perspectives.
I continue to share what I have learned and experienced on this journey and to pass it on to new generations.
Since the establishment of our institute, significant steps have been taken, and various programs have been implemented. I can summarize this process and my role at the institute as follows:
After the 1999 Izmit Earthquake, FEMA (Federal Emergency Management Agency) from the USA realized that disaster management was not addressed as a scientific discipline in Turkey and that it was not taught at the university level. To change this situation, 31 young faculty members were selected within Istanbul Technical University (ITU) and subjected to an intensive 7-month training program on disaster management. These trainings continued in collaboration with the Emergency Management Institute (EMI) in the USA for the next 5 years. As a result of the training, the Disaster and Emergency Management Master's Program was initiated at ITU.
Today, we are about to launch Turkey's first Ph.D. program in Disaster and Emergency Management approached from an engineering perspective. Additionally, our Earthquake Engineering Program has become a recognized program not only in Turkey but also worldwide.
Our Earthquake Engineering program offers international education at both the master's and doctoral levels. Our institute continues to work towards becoming a significant educational and research center in the fields of disaster management and earthquake engineering both nationally and internationally.
Could you provide information about the institutions with which the Disaster Management Institute collaborates locally and internationally, and your joint projects?
Our institute works most intensively with JICA, the Japan International Cooperation Agency, in both educational and practical aspects. Additionally, we participate in many European Union projects both as a leader and a project partner.
For example, we have an interesting project where the Turkish and Japanese governments will make their first contact with the Afghan Taliban administration for humanitarian reasons through our institute. Starting from September, we will provide disaster and emergency training to delegations coming from Afghanistan.
“In Turkey, the disaster awareness of corporate companies largely varies depending on their sectors, sizes, and business processes. Generally, large and internationally connected companies are more aware and prepared regarding disaster management and business continuity. However, small and medium-sized enterprises (SMEs) may not be sufficiently aware, and due to a lack of resources, their disaster management plans are often incomplete or inadequate.”
We are preparing a program tailored to the personnel that the Taliban government will send and the needs of the country. This program will also emphasize technical visits.
How aware is the Turkish public about disasters? Can we say that Turkey, with its institutions and organizations, has learned the necessary lessons from the February 6th earthquake and is prepared for any major earthquake, especially the expected Istanbul earthquake?
Unfortunately, Turkey is not yet prepared for an earthquake. Surveys show that there is no significant difference in disaster preparedness awareness regardless of education level or conomic status. The experience of institutions and organizations is focused solely on destruction and recovery. Unfortunately, the lessons they pay attention to and learn from are limited to crisis management. Real risk management is not even visible at the end of the tunnel.
As a result, instead of working to avoid being trapped under rubble, people are thinking about how to be better rescued from under the rubble. We have experienced the disaster of the century, but institutions and organizations continue to see disaster management as an anonymous issue. There is still a belief that different results can be achieved using the same methods.
How aware are corporate companies about disasters? Within the framework of your international experiences, can you provide information about the measures and lessons that should be taken against natural and human-induced disasters, as well as fire and life safety risks that have turned into catastrophes in different countries around the world?
In Turkey, the disaster awareness of corporate companies largely varies depending on their sectors, sizes, and business processes. Generally, large and internationally connected companies are more aware and prepared regarding disaster management and business continuity. However, small and medium-sized enterprises (SMEs) may not be sufficiently aware, and due to a lack of resources, their disaster management plans are often incomplete or inadequate.
Situation in Turkey:
Large Companies: Large and multinational companies typically develop disaster management and business continuity plans. These companies are better prepared for disasters through employee training, drills, and constantly updated emergency plans.
SMEs: Small and medium-sized enterprises often either do not have such plans or have very limited ones. This situation can be due to a lack of resources, knowledge, and prioritization issues.
Sectors: Companies in high-risk sectors such as construction, energy, chemicals, and logistics tend to be more aware of disaster and emergency management because they are subject to more regulations and oversight.
Legal Regulations: There are various legal regulations regarding disaster management and business continuity in Turkey. However, there can be challenges in the effective implementation and enforcement of these regulations.
What are your recommendations for an effective Emergency Management structure with competent middle and senior managers who can manage potential risks that could hinder the sustainable growth goals of companies systematically and data-driven before they turn into dangers, and who can make strategic decisions?
To manage potential risks that could hinder the sustainable growth goals of companies in Turkey and prevent these risks from turning into dangers, it is necessary to establish an effective Disaster and Emergency Management structure that involves systematic and data-driven strategies. Here are my recommendations for middle and senior managers in this regard:
Risk Assessment and Analysis
Comprehensive Risk Assessment: Companies should conduct regular comprehensive risk assessments to identify all potential risks. These assessments should include natural disasters, human-induced risks (fire, explosion, cyberattacks, etc.), supply chain disruptions, and operational risks.
Data Collection and Analysis: Risk analyses should be performed using data from past events, industry reports, and internal data sources. These analyses help prioritize risks by determining their likelihood and impact levels.
Emergency Plans and Policies
Effective Emergency Plans: Detailed and actionable emergency plans should be created for all types of risk scenarios. These plans should clearly define the steps to be taken, responsibilities, and communication channels in emergencies.
Establishing Processes and Procedures: Disaster and Emergency Management policies and procedures should be clearly defined and communicated to all employees. These policies should include the roles and responsibilities of emergency response teams.
Training and Drills
Regular Training Programs: Employees should be regularly trained on disaster awareness and emergency management. Training should include both theoretical knowledge and practical applications.
Drills: Regular drills should be conducted based on realistic scenarios. Drills help test the effectiveness of emergency plans and teach employees how to act during a crisis.
Technology and Infrastructure
Early Warning Systems: Modern early warning systems and technologies should be used for some disasters. These systems provide early warnings for natural disasters and other emergencies, enabling rapid response.
Resilient Infrastructure: The resilience of buildings and other physical infrastructure should be increased. Structures should be built to withstand disasters such as earthquakes, fires, and floods.
Communication and Coordination
Crisis Communication Plans: Crisis communication plans should be developed to ensure rapid and effective communication in emergencies. These plans should outline how to communicate with internal and external stakeholders.
Coordination Centers: Emergency coordination centers should be established within the company to coordinate all interventions before, during, and after a disaster.
Continuous Improvement and Evaluation
Feedback and Evaluation: Detailed evaluations should be conducted after emergency interventions to gather feedback. These evaluations help continuously improve emergency plans.
Audits and Revisions: Regular audits and revisions ensure that emergency management processes remain up-to-date and effective.
Leadership and Corporate Culture
Leadership Support: Support from middle and senior management for emergency management is critical. Leaders should support Disaster and Emergency Management policies and foster a culture of disaster awareness within the company.
Corporate Culture: Integrating Disaster and Emergency Management into the corporate culture increases employees' awareness and responsibility regarding this issue.
International Standards and Collaborations
International Standards: Companies should develop Emergency Management Systems (EMS) in accordance with international standards such as ISO 22301 Business Continuity Management System.
Collaborations: Collaboration with local and international partners should be established to enhance disaster management capacity. Partnerships with public institutions, NGOs, and other private sector organizations should be fostered.
These recommendations will help companies manage potential risks effectively while achieving their sustainable growth goals.
A systematic and data-driven approach ensures that risks are controlled before they turn into dangers and contributes to making companies more resilient.
“We have experienced the disaster of the century, but institutionsand organizations continue tosee disaster management as an anonymous issue. There is still a belief that different results can be achieved using the same methods.”
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