The devastation caused by the waters in Rio Grande do Sul has been compared to that left by Hurricane Katrina in the North American southeast in 2005. Each situation has its specificities, and there are also differences between countries, but some lessons can make sense for what is happening in the south of the country.
The equivalence is not only due to the scale of the disaster, but also to the immediate reaction of many companies to help the victims – although, also in the United States, they were the target of criticism at the time. As the then head of the United Nations Office for Disaster Risk Reduction, Margareta Wahlström, stated, Katrina's “true legacy” was to create awareness about the importance of disaster risk management around the world.
Katrina, already heightened by the climate crisis, caused floods and destroyed infrastructure in the southeastern United States, causing the deaths of more than 1,800 people, in addition to requiring the rescue of another 500,000.
Almost 19 years later, New Orleans, the city most affected by the water avalanche in Louisiana, remains far from having fully recovered. The human tragedy, however, could have been greater without the expertise in logistics and planning of some private organizations, which acted quickly, after the flood, in an attempt to compensate for the slowness of the official bureaucracy in the United States. Failures in the actions of the Federal Emergency Management Agency (FEMA) and the lack of an effective reconstruction plan, for example, were reported by the The Washington Post. Just as The New York Times highlighted the lack of adequate preparation and coordination, which resulted in significant delays in helping victims and rebuilding affected areas.
Faced with criticism of public sector inefficiency, the private sector's response to Katrina became a model followed in other natural disasters, motivating similar actions in different parts of the world. Some initiatives put into practice in the North American southeast are being replicated today in southern Brazil, such as the temporary replacement of beer brewing to provide drinking water in cans or adjustments to telecommunications operators to facilitate interpersonal contacts. In the United States, FedEx provided free transportation for supplies and delivered more than 1 million aid packages; In Brazil, companies focused on logistics joined the efforts of volunteers and government officials to rush rescues and transport donations from all parts of the country.
Failures and successes
Many companies, especially those responsible for essential services such as electricity and communications, however, had difficulty quickly reestablishing their operations. Most did not have adequate contingency plans to deal with large-scale natural disasters. And, just as in Brazil today, in the United States almost two decades ago, at the beginning of the crisis, there were reports of price increases for essential products.
Hired at the time to assist in responding to the disaster, Halliburton, a multinational that offers services to the oil exploration and production industry, was criticized for delays and inefficiency. Many insurance companies have improperly delayed or denied compensation payments.
Even an action by actor Brad Pitt, through the Make It Right institution, which he founded, ended up being unsuccessful. Homes built for the homeless began to face problems less than a year after they were delivered. Residents reported mold, electrical fires, and the attractive, sustainable architecture being unsuitable for the region's climate. The outcome would only occur in 2022, when Pitt agreed in court to pay compensation of US$ 20.5 million (approximately R$ 105.9 million) to the residents, with the aim of repairing the problems.
Walmart, one of the world's largest retail corporations, was accused of closing stores in the immediate aftermath of the hurricane, depriving residents of access to essential items.
Other initiatives in the USA:
- Google has made maps and real-time location information available to help rescuers find shelter via safe routes;
- AT&T, in the telecommunications area, prioritized the restoration of telephone lines and offered free communication to victims;
- Pharmaceutical companies such as Pfizer, AstraZeneca, Merck, Wyeth, Eli Lilly and Johnson & Johnson, among others, played an important role in supplying products, including antibiotics – valuable for those exposed to infections in water.
Even so, Walmart would end up standing out in its role in the initial phase of rescuing and welcoming survivors in the Gulf of Mexico. At the time, the The Washington Post came to portray the retail chain as a model of logistical efficiency and agile planning, which allowed it to quickly deliver basic products such as water, fuel and toilet paper to thousands of homeless people.
O Post He also highlighted the company's ability to “get products where they are needed, when they are needed – or before”. And why was this possible? Because, four weeks before the hurricane, when the severity of the damage could already be anticipated, Walmart was providing a considerable amount of gallons used for water or gasoline, for example.
When the product was out of stock in other chains, the company still had stock available. Among other actions, the network offered victims the opportunity to post messages to their family members using the web at Walmart and Sam's Club stores. The crisis definitely changed the way Walmart does business.
Home Depot, one of the largest home improvement retailers in the world, also maintained customer service after Katrina hit, because it anticipated the events. The initiative allowed him to continue selling precious equipment after the hurricane: power generators, which ensured the continued functioning of the network itself. The company provided construction materials and tools, as well as volunteers to help rebuild the affected areas.
The phases of coping
In a disaster situation such as that in New Orleans or Rio Grande do Sul, these actions correspond to the so-called first phase, with a variable duration, depending on the response capacity in the affected region, and which involves an assessment of the damage to understand the needs. This is the stage of rescue operations, providing emergency medical assistance and defining temporary shelters for the homeless. It also includes the restoration of essential services, such as water, electricity and sanitation.
The retrospect of similar disasters teaches us that, after this first phase, comes stabilization, recovery and reconstruction, which can take two years and require significant investments. Finally, it is time for the sustainable development stage, which can last up to ten years.
The lessons left by Katrina, such as the relevance of planning and a quick response, can help Brazilian companies face the floods in the South. Private sector contributions were more effective at the beginning of the disaster, when the need for immediate help was critical and the different levels of government still tried to circumvent the bureaucracy. Learning also serves to avoid repeating mistakes made at the time, such as lack of coordination and communication.
