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Crisis Management e Special Events: i prossimi teleseminari PRSA


Il 5 agosto si parlerà di Corporate Security e Crisis Management; il 26 agosto di come organizzare grandi eventi

Corporate Security and Crisis Management: Crucial Collaboration When Disasters and Threats OccurA Virtual Seminar sponsored by PRSAPresented by James E. Lukaszewski, ABC, APR, Fellow PRSA, Regis Becker, CPP, global director, Security & Compliance, PPG Industries, and Brian R. Hollstein, CPP, Brian Hollstein & AssociatesThursday, August 5, 20041:00 - 2:30 p.m. U.S./Canadian EDTFor additional information, and to register, visit www.krm.com/prsa.Since 9/11/01 and the increased dependence on command and control response techniques for urgent matters, corporate security is playing an even larger role and has a greater portion of senior management mindshare and agenda space when developing crisis prevention, detection, deterrence, readiness, response, and recovery plans.  Additional duties created by Homeland Security activities continue to enhance the scope and responsibilities of the security function, whose relationships with law enforcement and contracts on the ground often give it more useful assets in place when crises do occur than communications or human resources. This program is designed to bring together these two disciplines - communications and security -with three extremely knowledgeable presenters to help explore collaboration, cooperation, and the urgent need to jointly prepare for communicating about security-related issues and crises.The presenters will discuss topics such as:

Analyzing the different approaches of critical business risks and security risks:

Security Director is less likely to see public relations risks.
Security Director is interested in identifying potential risks and developing a program to counter them proactively, rather than reactively.
Often the risks identified aren't business risks.
Business recovery, resumption, and continuity

The Security Director is occupied with recovery, not public relations.
The crisis often occurs due to a breakdown in security or the safety program.
The Crisis plans are often not complete, don't address the issue, or aren't used during the crisis.
The focus has changed for crisis response techniques.  Most companies (except oil and nuclear) didn't take terrorist attack by aircraft too seriously and were more concerned with cyber attack, violence in the workplace, product diversion, counterfeiting, sexual harassment, theft/fraud, workplace discrimination, and extortion.  A crisis was a kidnap or extortion overseas.
Employee security and the protection of human capital
Impact of cyber terrorism and IT security
Impact of homeland security activities
Protecting infrastructure
Changing role of corporate security since 9/11
When You Want Big Crowds: Staging Powerful and Big Special Events for Fun, Business, and PoliticsA Virtual Seminar sponsored by PRSA, presented by:James E. Lukaszewski, ABC, APR, Fellow PRSA Paul Ridgeway, CEO, Ridgeway International, Inc.Thursday, August 26, 20041:00 - 2:30 p.m. U.S./Canadian EDTFor additional information, and to register, visit www.krm.com/prsa.Big events make big statements and have big impact, but they take big thinking, big logistics, and big budgets. Learn how to stage public affairs-related big events including corporate parades, major public hearing and corporate demonstrations, to mobilize communities in support of corporate and local activities and counteract anti-corporate activism. By the end of this virtual teleseminar, you'll be able to answer these important questions:

Where do the ideas for these big events come from?
What kinds of budgets are required to execute major events?
What big mistakes can come from these big ideas and concepts?
How can you stage big events in a time of war?
Are there certain kinds of ideas that are more easily organized and executed than others?
Is it ever possible to do some of these projects on smaller budgets?