'We are here to hear what we have learnt from the crisis,' said Mr Takamatsu, CEO, Japan Tourism Marketing Company, and session moderator.

"The objective of this session is to look at the best ways to manage a crisis with case studies from Japan, but also other countries and the Travel & Tourism industry," he added.

Given the events of the last decade – from America on September 11 2001 to Japan on 11 March 2011, dealing with the unusual is increasingly becoming business as usual in the Travel & Tourism industry.

According to the Annual Global Climate and Catastrophe Report published by Impact Forecasting, 2011 was one of the most active years on record in terms of instances of natural catastrophes, so there has never been a more pressing time to consider crisis management and disaster recovery.

Japan has learnt a lot since March 2011, Mr Idee, Commissioner, Japan Tourism Agency (JTA), Ministry of Land, Infrastructure, Transport and Tourism told delegates. "I can tell you that [after the earthquake and tsunami], the government immediately took measures to ensure that the region was safe from radiation and that there was total security regarding food safety.

We have also undertaken a wide range of measures to try encourage a recovery in demand, using high-profile visitors like Lady Gaga to help us in our promotions. And we are grateful to UNWTO and the United Nations generally for issuing reassurances to the world that Japan is open for business. I would like to express my gratitude to them for these measures.

"Destination Tohoku" campaigns in foreign countries such as the United States help, and we are focusing on the travel trade – tour operator and travel agents – to communicate our messages. But we are promoting domestic as well as inbound tourism.

We were delighted to see that WTTC's latest report suggests that Japan's Travel & Tourism recovery will be better than expected, with the percentage drop in inbound tourism in 2012 projected to be down in single digits over Japan's peak tourism year in 2010".

Mr Ogata, Vice Chairman, Vice Chairman, East Japan Railway Company told the Summit that in 50 years of operating the Shinkansen (Japanese "bullet-train") there had never been an associated fatal casualty. JR East is the largest railway company in Japan – with 4,700 miles of network and 17 million passengers a day on 13,000 trains. Its top priority is safety.

Many lessons from past experiences of earthquakes, e.g. the use of reinforced pillars, early earthquake detection systems, seismometers, preventing trains from large-scale deviations, plus the education and training of its staff have secured a dramatic decrease in accidents. But in addition to taking countermeasures, it is essential to utilise innovative risk assessments. As a result, on 11 March 2011, there were no customer fatalities or injuries – thouth because of aftershocks, it took 50 days to restore full operation.

There were lots of lessons learned: e.g. even more early detection systems needed - plus better evacuation systems, and a strengthening of electrification masts.

Bert van Walbeek, Chairman of PATA's Rapid Recovery Taskforce, and Managing Director, The Winning Edge gave the Summit "Five Points in Five Minutes":

• Educate and train all stakeholders
• Accept joint responsibility
• Respect and understand ‘Mother Nature'
• Co-operate on travel advisories
• We all need to work together to address the problem, in terms of crisis management and prevention.

Dirk Glaesser, Coordinator, Risk and Crisis Management, UNWTO reminded the Summit that whilst crises do occur, it's the way we prepare for them and manage them that is critical. UNWTO works not just through United Nations systems but also through TERN – the Tourism Emergency Research Network, which groups together public and private sector organisations and associations involved in tourism. "The whole purpose of TERN is sharing knowledge and best practice, and communicating between partner organisations/associations and the outside world, through media,

It's all about planning and preparedness," said Glaesser, "the importance of correct assumptions and strategic contingency planning."

In the Panel Discussion which followed, Raymond N Bickson, Managing Director & CEO, Taj Hotels Resorts & Palaces, said: " Whether natural disaster or terrorist attack or other man-made disasters, including health concerns like H1N1 and bird flu, the crisis management tools are all very similar across the board.

What helps recovery is the public and private sectors working together – plus India has its own national chapter of WTTC and this has helped us enormously."

Robert Laurence Noddin, CEO and Representative in Japan, AIU Insurance Company, Japan Branch, told the story of the Japanese crisis from the insurance industry standpoint: " We had to overcome or deal with three major issues: impact on transportation, getting support to customers and staff; and the availability of data and how to use, control and communicate it. The sheer scale of the disaster meant that there was huge damage, so we needed to call on an unprecedented number of support staff to assess the damages".

The Summit then listened attentively to the story as told by Noriko Abe, the "Okami" of Minami-Sanriku Hotel Kanyo
Mrs Abe, Okami. Her story was a wonderful example of a member of the Travel & Tourism industry taking the initiative to help the community - in the aftermath some people had no accommodation, no food, no clothes. How to help them? "We had to help them. There was total confusion and incomprehension as to why this had happened to them.

We offered support to 600 citizens – we started a school inside the hotel. Without help, we risked some of the younger Japanese leaving the community to go and live elsewhere. Or even committing suicide out of desperation, especially young mothers. So our help in fact was a way of rebuilding the community and giving people a reason for living".

On the basis of this closing presentation, the first session of the first day of the Sendai Forum drew the conclusion that Tourism is not often seen as the cement of community solidarity, but it should be. It's something very human, and can really help when crises strike.

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