Plan the response and escalation for incidents involving security in mergers and acquisitions.
Corporate Security in Merger and Acquisition Environments
Practical training in security in mergers and acquisitions, grounded in real cases and applied to your own operation.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A control on security in mergers and acquisitions that is never exercised is an assumption, not a defence. Most security failures involving mergers and acquisitions exploit a process gap rather than a technical one. Field experience suggests that the barrier to better the corporate security practice discipline is rarely technical. The difficulty is not agreeing that security in mergers and acquisitions matters — it is deciding what to stop doing to make room for it. Participants come from operational and oversight roles, and both perspectives on this part of corporate security practice are used deliberately. The programme is built to be used, and every section of mergers and acquisitions it covers ends in something applicable. Participants gain a clear basis for measuring what security in mergers and acquisitions has actually achieved. Exercises escalate in difficulty, ending with the ambiguous situations that make mergers and acquisitions hard in practice. The final module sets out how progress on the wider corporate security practice agenda will be evidenced six months later.
Expected Learning Outcomes
Protect information and intellectual property within mergers and acquisitions.
Address insider risk and personnel vetting relevant to security in mergers and acquisitions.
Set the minimum documentation for mergers and acquisitions that is genuinely necessary, and stop there.
Communicate the purpose of security in mergers and acquisitions to those who have to comply with it.
Anticipate the objections that mergers and acquisitions will attract internally and answer them in advance.
Build the investigation capability and evidence handling for security in mergers and acquisitions.
Who Should Attend
Anyone whose accountability for security in mergers and acquisitions exceeds their current formal training in it.
Managers in small and medium organisations who own mergers and acquisitions alongside other duties.
Security managers and officers responsible for security in mergers and acquisitions.
Executives responsible for approving investment in mergers and acquisitions.
Human resources staff handling vetting and insider risk in security in mergers and acquisitions.
Control room and monitoring staff operating mergers and acquisitions.
Course Modules
Security in mergers and acquisitions: incident response and escalation
2 sessions · 8 pointsSession 1Insider risk inside security in mergers and acquisitions
- Identify the data already collected that bears on security in mergers and acquisitions.
- Establish what evidence demonstrates mergers and acquisitions is under control.
- Define acceptance criteria for security in mergers and acquisitions in advance.
- Identify vulnerabilities in mergers and acquisitions and rank them by consequence, not ease of fix.
Session 2Finding the vulnerability in mergers and acquisitions an adversary would use
- Confirm access control on security in mergers and acquisitions cannot be routinely bypassed.
- Decide what will be stopped to create capacity for mergers and acquisitions.
- Supervise and spot-check performance on security in mergers and acquisitions rather than relying on reports.
- Define the first response actions for an incident involving mergers and acquisitions.
Mergers and acquisitions: surveillance, monitoring and control rooms
2 sessions · 8 pointsSession 1Making the investment case for mergers and acquisitions
- Assign responsibility for keeping documentation of security in mergers and acquisitions current.
- Establish evidence handling and chain of custody for mergers and acquisitions.
- Distinguish symptoms from causes when security in mergers and acquisitions underperforms.
- Report on mergers and acquisitions in terms that support an investment decision.
Session 2Getting other functions to support mergers and acquisitions
- Confirm recorded material from security in mergers and acquisitions is retained long enough to be useful.
- Check guard force instructions for mergers and acquisitions are current and understood.
- Identify where judgement in security in mergers and acquisitions is legitimate and where it is not.
- Identify single points of dependency in mergers and acquisitions and reduce them.
Mergers and acquisitions: continuity, exercises and external coordination
2 sessions · 8 pointsSession 1Escalation and decision rights in mergers and acquisitions
- Establish the boundary of security in mergers and acquisitions and record what sits outside it.
- Assess insider risk in roles with privileged access to mergers and acquisitions.
- Compare the cost of security in mergers and acquisitions with the cost of its absence.
- Close out actions on mergers and acquisitions rather than leaving them open indefinitely.
Session 2The first fifteen minutes of an incident involving security in mergers and acquisitions
- Assess contractor and third-party exposure within security in mergers and acquisitions.
- Check that mergers and acquisitions still works when volumes rise unexpectedly.
- Protect sensitive information relating to security in mergers and acquisitions from casual disclosure.
- Confirm vetting standards applied to staff and contractors in mergers and acquisitions.
Mergers and acquisitions: investigation, evidence and reporting
2 sessions · 8 pointsSession 1Closing out mergers and acquisitions and capturing what was learned
- Set escalation thresholds for security in mergers and acquisitions that work out of hours.
- Set escalation criteria and out-of-hours contacts for mergers and acquisitions.
- Establish who is informed, consulted and accountable in security in mergers and acquisitions.
- Verify identity checks applied at entry points relevant to mergers and acquisitions.
Session 2Surveillance on mergers and acquisitions that supports an investigation later
- Check that controls on security in mergers and acquisitions cover deterrence, detection, delay and response.
- Prepare the response for the most likely failure in mergers and acquisitions.
- Coordinate arrangements for security in mergers and acquisitions with civil defence and police in advance.
- Agree what will be standardised in mergers and acquisitions and what will not.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.