Review security committees and decision-making after each incident, exercise and change of threat.
Establishing Corporate Security Committees and Decision-Making Mechanisms
A working programme in security committees and decision-making for managers who have to deliver with existing resources.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Security arrangements around security committees and decision-making are tested by adversaries, not by auditors. A control on committees and decision-making that is never exercised is an assumption, not a defence. Participants gain a clear basis for measuring what the practice within corporate security practice has actually achieved. Participants test their assumptions about security committees and decision-making against scenarios designed to break weak ones. Field experience suggests that the barrier to better this area of corporate security practice is rarely technical. It is appropriate for those preparing to take on wider responsibility for committees and decision-making. Content is organised around the decisions practitioners actually face in security committees and decision-making, not around theory headings. Teams frequently over-invest in documenting committees and decision-making and under-invest in testing it. The final module sets out how progress on this part of corporate security practice will be evidenced six months later.
Expected Learning Outcomes
Build the internal capability for committees and decision-making rather than depending on external support indefinitely.
Reduce avoidable variation in how security committees and decision-making is carried out across teams.
Design layered controls for committees and decision-making across deterrence, detection, delay and response.
Design surveillance coverage for security committees and decision-making that supports investigation.
Coordinate with civil defence, police and external authorities on committees and decision-making.
Establish escalation routes for security committees and decision-making that work outside normal hours.
Who Should Attend
Anyone whose accountability for security committees and decision-making exceeds their current formal training in it.
Guard force supervisors delivering committees and decision-making.
Human resources staff handling vetting and insider risk in security committees and decision-making.
Executives responsible for approving investment in committees and decision-making.
Department heads accountable for the results of security committees and decision-making.
Facility and site managers accountable for protection of committees and decision-making.
Course Modules
Security committees and decision-making: incident response and escalation
2 sessions · 8 pointsSession 1Exercising the plan for security committees and decision-making realistically
- Define the trigger that would require security committees and decision-making to be redesigned.
- Check guard force instructions for committees and decision-making are current and understood.
- Review whether security committees and decision-making is aligned with the objectives of the protected site.
- Set escalation criteria and out-of-hours contacts for committees and decision-making.
Session 2Who answers for committees and decision-making, and to whom
- Check that security committees and decision-making still works when volumes rise unexpectedly.
- Coordinate arrangements for committees and decision-making with civil defence and police in advance.
- Estimate the resource security committees and decision-making requires to run as designed.
- Confirm recorded material from committees and decision-making is retained long enough to be useful.
Committees and decision-making: layered controls — deter, detect, delay, respond
2 sessions · 8 pointsSession 1Where committees and decision-making typically breaks, and why
- Review security committees and decision-making after every incident, exercise or change in threat.
- Verify identity checks applied at entry points relevant to committees and decision-making.
- Confirm that those complying with security committees and decision-making understand why it exists.
- Assign responsibility for keeping documentation of committees and decision-making current.
Session 2Handling evidence from committees and decision-making so it survives scrutiny
- Prepare the summary of security committees and decision-making that senior management will read.
- Anticipate the objections committees and decision-making will raise and prepare the answers.
- Rank the weaknesses in security committees and decision-making by consequence rather than by ease of fixing.
- Report on committees and decision-making in terms that support an investment decision.
Committees and decision-making: insider risk, vetting and personnel security
2 sessions · 8 pointsSession 1Finding the vulnerability in committees and decision-making an adversary would use
- Assess insider risk in roles with privileged access to security committees and decision-making.
- Review surveillance coverage for committees and decision-making against likely approach routes.
- Benchmark the organisation's security committees and decision-making against comparable operations.
- Establish who is informed, consulted and accountable in committees and decision-making.
Session 2The cost of security committees and decision-making and how to present it
- Define the first response actions for an incident involving security committees and decision-making.
- Rehearse the briefing on committees and decision-making that would follow an incident.
- Check that controls on security committees and decision-making cover deterrence, detection, delay and response.
- Exercise the plan for committees and decision-making under realistic conditions and record failures.
Committees and decision-making: governance, assurance and investment case
2 sessions · 8 pointsSession 1Insider risk inside committees and decision-making
- Set escalation thresholds for security committees and decision-making that work out of hours.
- Set out the decisions in committees and decision-making that require sign-off and by whom.
- Establish what evidence demonstrates security committees and decision-making is under control.
- Identify vulnerabilities in committees and decision-making and rank them by consequence, not ease of fix.
Session 2Assessing the threat to committees and decision-making specifically, not generically
- Confirm vetting standards applied to staff and contractors in security committees and decision-making.
- Supervise and spot-check performance on committees and decision-making rather than relying on reports.
- Assess contractor and third-party exposure within security committees and decision-making.
- Agree the smallest change to committees and decision-making that would be visibly useful.
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
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