Crowd911 is a leading-edge, 3rd generation crisis communication platform.
The following disaster simulation illustrates how our features give administrators and incident commanders a complete situational picture.
How does this actionable data lead to prompt response and recovery?
This document describes the CRISIS project, which aims to create an interactive simulation environment for crisis management training. The project involves 3 academic and 4 user partners across several European countries. The goals are to develop a distributed, scalable simulation platform to train individuals and teams across organizations and nations to make real-time decisions in response to simulated crises or critical incidents. The platform will be configurable for different crisis scenarios at airports, transport hubs, and other critical sites. It will also function as a testbed for evaluating new operational procedures and planning tools.
Crowd911 is a leading-edge, 3rd generation crisis communication platform.
The following disaster simulation illustrates how our features give administrators and incident commanders a complete situational picture.
How does this actionable data lead to prompt response and recovery?
This document describes the CRISIS project, which aims to create an interactive simulation environment for crisis management training. The project involves 3 academic and 4 user partners across several European countries. The goals are to develop a distributed, scalable simulation platform to train individuals and teams across organizations and nations to make real-time decisions in response to simulated crises or critical incidents. The platform will be configurable for different crisis scenarios at airports, transport hubs, and other critical sites. It will also function as a testbed for evaluating new operational procedures and planning tools.
The document describes a crisis communication simulation game about BP's response to the 2010 Deepwater Horizon oil spill. It provides background on the spill timeline, stakeholders, and outcomes of the crisis. The simulation involves participants taking on roles from groups involved and participating in a question and answer session to discuss BP's response and crisis communication challenges.
This document discusses the importance of crisis simulation exercises for businesses to ensure continuity preparedness. It explains that crisis management is part of overall business continuity management. Crisis simulation allows a team to gain experience responding to hypothetical crisis scenarios in order to strengthen skills and identify vulnerabilities. The document provides examples of crisis types and outlines best practices for planning and conducting effective crisis simulation exercises. It emphasizes that simulations should involve representatives from all relevant departments and can help evaluate plans, train leadership, and improve stakeholder relationships.
The document outlines BP's response and strategies during the 2010 Deepwater Horizon oil spill crisis, including establishing a crisis communication team, acknowledging responsibility, increasing safety measures, and learning from mistakes to rebuild trust and prevent future crises through preparedness and transparency. It also discusses BP's social media engagement and lessons learned around effective crisis communication, leadership, and managing reputation.
This document outlines the crisis management steps taken by a food catering company in response to an incident where the head of the IMF fell ill after eating their food. It details the company's initial evaluation of the situation, monitoring of developments, communication with authorities and reassurance of food safety based on inspection results. The company denies any connection to the incident and remains ready to provide updates.
OECD Strategic Crisis Management Workshop, presentation by Daniela Vorburger,...OECD Governance
This presentation by Ms. Daniela Vorburger, Deputy Chief for Strategic Exercises, Swiss Federal Chancellery
was made at the 2014 OECD/Swiss Federal Chancellery Strategic Crisis Management Workshop (12-13 June, Geneva).
2014 OECD/Swiss Federal Chancellery Strategic Crisis Management Workshop Agen...OECD Governance
The focus of the 3rd OECD/Swiss Federal Chancellery workshop on Strategic Crisis Management was to develop transboundary crisis management in support of country efforts to prepare for novel and unanticipated crises.
The workshop looked at the design of strategic crisis management exercises, with a focus on international co-operation, the engagement of leaders, public and private partnerships and cyber threats.
The workshop identified good practices and concrete examples across OECD countries to be featured in the policy toolkit that will support implementation of the OECD Recommendation on the Governance of Critical Risks.
OECD Strategic Crisis Management Workshop, presentation by Prof. Edward P. BO...OECD Governance
This keynote presentation by Prof. Edward P. Borodzicz, University of Portsmouth, United Kingdom, was made at the 2014 OECD/Swiss Federal Chancellery Strategic Crisis Management Workshop (12-13 June, Geneva).
Crisis Management Simulation at Panteion University - Team B1Vasilis Mouskas
The document describes a crisis management simulation workshop being held by the Advertising and Public Relations Lab at Panteion University. It outlines an imaginary crisis scenario involving the food poisoning of an IMF representative. A crisis management team is convened to investigate the incident, comprised of 5 students each with a designated role. The team works through assessing the situation, gathering information, informing relevant parties, and preparing communication strategies for potential media inquiries.
1. L’ÉQUIPE DEMERS-LEMAY : VOS OBJECTIFS, NOS COMPÉTENCES, VOTRE RÉUSSITE
CAPSULE DE LA SEMAINE
Voici quelques statistiques économiques
américaines publiées au cours de la
semaine du 5 novembre 2012. Les
nouvelles demandes d’assurance-
chômage sont encore en baisse. Il y a eu
355 000 nouvelles demandes alors qu’on
s’attendait à 370 000.
Source : Bloomberg
L’indice de confiance publié par
l’University of Michigan est en forte
hausse, à 84,9.
Source : Bloomberg
2. Au Canada, les mises en chantier ont
diminué en octobre, à 204 107 (base
annualisée) comparativement à
223 995 nouveaux logements en
septembre. Le recul est de 7,6 %
pour les maisons individuelles et de
11,4 % pour les logements collectifs.
Source : Desjardins
ÉVÉNEMENTS
Réservez votre soirée du 27 novembre prochain, détails à venir.
Le présent document peut contenir des statistiques provenant de tiers que nous estimons être fiables. Valeurs mobilières Desjardins ne
se prononce pas à savoir si l'information statistique obtenue est exacte et complète, et l'utilisateur ne saurait s'y fier en ce sens. Les
estimations, les opinions et les recommandations exprimées aux présentes le sont en date de la présente publication, lesquelles sont
sujettes à changement sans préavis. Avant de prendre une décision de placement fondée sur les recommandations fournies au présent
document, il est conseillé au receveur du document d'évaluer dans quelle mesure celles-ci lui conviennent, au regard de sa situation
financière personnelle ainsi que de ses objectifs et besoins de placement.
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