BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Eventin//Event Calendar//EN CALSCALE:GREGORIAN METHOD:PUBLISH BEGIN:VEVENT UID:5bfbc1192d9b490cdb5b43bffbc4e12b@egytraining.org SUMMARY:Strategic Crisis Management: Planning for Unexpected Challenges DESCRIPTION:Introduction\n"Are you 100% confident that you and your organiz ation are prepared? If not\, where do you start?"Simply put\, the best way of dealing with a crisis is to avoid one in the first place. But if crises are inevitable due to a growing number of factors including terrorism\, the n you and your organization need to identify all vulnerabilities and map ou t possible crisis scenarios.\nEffective strategic crisis management depends on sound and swift decision-making\, and neither can happen without corpor ate-wide and multi-agency pre-planning. Rushed strategic management decisio ns\, incorrect statements\, actions\, or inactions have caused many of the most newsworthy business crises during or following an event.\nEffective st rategic crisis management begins with effective decision-making. In an emer gency\, the first major decisions made regarding how to handle the unfoldin g situation are almost always the most important ones. Good initial decisio ns can make even a catastrophe manageable\; bad decisions can fatally exace rbate an otherwise small problem. The window of opportunity for initial dec ision-making is extremely small and closes rapidly. Once the moment has pas sed\, it does not return.\nYour strategic corporate response must be coordi nated and effective\, your crisis management teams pre-identified and fully trained.\nObjectives\nDelegates attending will:\n\n\nAcquire in-depth know ledge of the key aspects of strategic crisis management.\n\n\nLearn how to identify incidents and crises to cultivate and harness potential successes. \n\n\nLearn how to avoid mismanagement at the incident site and prevent wor sening situations.\n\n\nLearn how to generate ownership and responsibility among stakeholders.\n\n\nLearn how to recognize and prioritize issues affec ting corporate reputation during and after crises.\n\n\nLearn the fundament als of organizing and managing crisis or emergency control centres.\n\n\nLe arn how to plan and manage multi-agency exercises.\n\n\nGain step-by-step g uidance on validating plans\, improving staff ownership\, augmenting traini ng programs\, and raising awareness.\n\n\nCourse Process\nThis program offe rs executives a series of tools and frameworks for improving their ability to lead strategically and enhance organizational resilience when faced with a crisis. We will examine past crises over the last decade\, analyze risks \, and explore incidents from natural\, technological\, and terrorist cause s.\nBenefits\nThe program identifies driving forces\, warning signals\, unc ertainties\, and inevitabilities. Participants will identify challenges and elicit responses through informal strategic conversations. This stimulates detailed verbal reactions by decision-makers and examines organizational r esponses to unexpected crises.\nCompetencies\n\n\nEvaluate organizational r isks and vulnerabilities.\n\n\nDevelop communication and reputation managem ent strategies.\n\n\nDevelop strategies for contingency planning and busine ss continuity.\n\n\nAdopt a strategic mindset for managing crises.\n\n\nImp lement strategic changes in crisis management programs.\n\n\nEmpower pre-id entified crisis response team members.\n\n\nOutlines\nThe program is intera ctive with case studies and group exercises. It covers the four stages of c risis management: Preparation\, Planning\, Response\, and Recovery.\nDay 1: What should be in place before the event?\n\n\nUnderstanding crisis manage ment.\n\n\nHow to manage a crisis.\n\n\nRisks: natural\, technological\, hu man error\, sabotage\, terrorism.\n\n\nCrisis manager roles and responsibil ities.\n\n\nEvaluating risks and vulnerabilities.\n\n\nUnderstanding denial -curve and group-think syndromes.\n\n\nDecision-making in the hot seat.\n\n \nCase studies on failures and successes.\n\n\nDay 2: Pre-planning\n\n\nWho owns the mitigation process?\n\n\nEmergency plan development and implement ation.\n\n\nTwelve-point checklist for planning.\n\n\nMutual aid arrangemen ts.\n\n\nStrategic contingency plans.\n\n\nBuilding evacuation plans.\n\n\n Crisis communications and emergency centres.\n\n\nBusiness Continuity Manag ement strategy.\n\n\nBusiness impact analysis with case study.\n\n\nDay 3: Crisis Communications\n\n\nCommand and control at operational\, tactical\, and strategic levels.\n\n\nOn-scene crisis management essentials.\n\n\nRepu tation management and media handling.\n\n\nOrganizing press conferences.\n\ n\nConducting interviews.\n\n\nCrisis communications strategy workshop.\n\n \nDay 4: Incident Management & Aftermath\n\n\nAlerting and warning.\n\n\nCa se studies including Texas City disasters.\n\n\nMajor incident simulation w orkshop.\n\n\nPsychological and welfare issues in crisis management.\n\n\nS upporting staff morale and well-being.\n\n\nManaging stress during and afte r crises.\n\n\nDay 5: Post-incident Actions\n\n\nValidating plans and proce dures.\n\n\nTypes of exercises and maximizing benefits.\n\n\nPost-incident evaluations.\n\n\nDebriefing techniques.\n\n\nKeeping stakeholders informed .\n\n\nWriting critique reports and recommendations.\n\n\nContinuing the pr ocess.\n\n\nCase study: Buncefield Oil Depot disaster. LOCATION:Riyadh DTSTAMP:20260615T045137Z DTSTART:20260614T140000Z DTEND:20260628T160000Z END:VEVENT END:VCALENDAR