Presentation of Mohamed Sediri, Nada Matta, Sophie Loriette and Alain
Hugerot on the topic "Crisis clever, a system of handling experience of crisis
management for providing help to decision make" at ISCRAM2013
Events of scale whether they are manmade or natural are becoming increasingly common events in an increasingly complex and networked world. The impact of natural events is further amplified by growing populations in vulnerable areas, prone to earthquake, wind or water driven disasters. Preparing for and addressing these events requires increased levels of engineering and logistical support, often requiring the mobilization and reconfiguration of global supply chains. Anticipating and understanding the nature of this engineering and logistical support and the prerequisites and lead times associated with effectively deploying it are essential to today’s disaster response and reconstruction efforts.
To assist in better planning for the deployment of engineering and logistical elements post-disaster, a phased event of scale framework is laid out
1) A changing climate is leading to more extreme weather events like hot days and heavy precipitation.
2) This poses new challenges for disaster risk reduction that require adaptive approaches over longer time horizons.
3) Risk and vulnerability assessments need to account for dynamic exposure and evolving vulnerabilities under climate change.
The document defines disaster as a crisis situation that exceeds recovery capabilities. It discusses different types of natural and man-made disasters. The disaster management cycle includes mitigation, preparedness, response, and recovery phases. Mitigation aims to prevent or reduce disaster impacts. Preparedness develops emergency plans and training. Response involves mobilizing services during a disaster. Recovery restores areas after a disaster and implements mitigation measures. The document also discusses personal and community roles in each phase of disaster management.
Contingency action plan in disaster managmentSamraiz Tejani
This document outlines a contingency action plan presented by Numaan Tole, Zoher Jetpurwala, and Samraiz Tejani. It defines contingency planning as developing strategies, arrangements, and procedures to address humanitarian needs during crises. The plan identifies potential natural disasters, manmade disasters, and other risks. It describes key elements of a contingency plan such as response strategy, implementation plan, operational support plan, preparedness plan, and budget. Finally, it discusses contingency planning processes and provides a sample contingency plan for emergency water distribution for refugees.
The document outlines Nigeria's National Contingency Plan which was developed by the National Emergency Management Agency (NEMA) and stakeholders to coordinate humanitarian response to major disasters for an initial 10 day period. The plan addresses floods, droughts, conflicts, and epidemics. It was supported by several previous plans and frameworks. The contingency plan provides an overview of coordination and standard operating procedures. It also discusses challenges including capacity issues, inter-agency rivalry, and lack of awareness. NEMA is responsible for coordinating disaster management in Nigeria through its various departments which focus on prevention, preparedness, search and rescue, and relief.
Riskpro is an Indian risk management consulting firm with over 200 years of cumulative experience. It provides integrated risk management services to mid-large sized companies and financial institutions. Riskpro has offices in Mumbai, Delhi, and Bangalore, as well as alliances in other cities. It offers a wide range of risk advisory services including Basel II/III advisory, corporate risk assessment, information security, operational risk consulting, and governance services. Riskpro differentiates itself through its focus on risk management and ability to take on large, complex projects through its hybrid delivery model.
Events of scale whether they are manmade or natural are becoming increasingly common events in an increasingly complex and networked world. The impact of natural events is further amplified by growing populations in vulnerable areas, prone to earthquake, wind or water driven disasters. Preparing for and addressing these events requires increased levels of engineering and logistical support, often requiring the mobilization and reconfiguration of global supply chains. Anticipating and understanding the nature of this engineering and logistical support and the prerequisites and lead times associated with effectively deploying it are essential to today’s disaster response and reconstruction efforts.
To assist in better planning for the deployment of engineering and logistical elements post-disaster, a phased event of scale framework is laid out
1) A changing climate is leading to more extreme weather events like hot days and heavy precipitation.
2) This poses new challenges for disaster risk reduction that require adaptive approaches over longer time horizons.
3) Risk and vulnerability assessments need to account for dynamic exposure and evolving vulnerabilities under climate change.
The document defines disaster as a crisis situation that exceeds recovery capabilities. It discusses different types of natural and man-made disasters. The disaster management cycle includes mitigation, preparedness, response, and recovery phases. Mitigation aims to prevent or reduce disaster impacts. Preparedness develops emergency plans and training. Response involves mobilizing services during a disaster. Recovery restores areas after a disaster and implements mitigation measures. The document also discusses personal and community roles in each phase of disaster management.
Contingency action plan in disaster managmentSamraiz Tejani
This document outlines a contingency action plan presented by Numaan Tole, Zoher Jetpurwala, and Samraiz Tejani. It defines contingency planning as developing strategies, arrangements, and procedures to address humanitarian needs during crises. The plan identifies potential natural disasters, manmade disasters, and other risks. It describes key elements of a contingency plan such as response strategy, implementation plan, operational support plan, preparedness plan, and budget. Finally, it discusses contingency planning processes and provides a sample contingency plan for emergency water distribution for refugees.
The document outlines Nigeria's National Contingency Plan which was developed by the National Emergency Management Agency (NEMA) and stakeholders to coordinate humanitarian response to major disasters for an initial 10 day period. The plan addresses floods, droughts, conflicts, and epidemics. It was supported by several previous plans and frameworks. The contingency plan provides an overview of coordination and standard operating procedures. It also discusses challenges including capacity issues, inter-agency rivalry, and lack of awareness. NEMA is responsible for coordinating disaster management in Nigeria through its various departments which focus on prevention, preparedness, search and rescue, and relief.
Riskpro is an Indian risk management consulting firm with over 200 years of cumulative experience. It provides integrated risk management services to mid-large sized companies and financial institutions. Riskpro has offices in Mumbai, Delhi, and Bangalore, as well as alliances in other cities. It offers a wide range of risk advisory services including Basel II/III advisory, corporate risk assessment, information security, operational risk consulting, and governance services. Riskpro differentiates itself through its focus on risk management and ability to take on large, complex projects through its hybrid delivery model.
This document discusses the use of scenario methodology for emergency planning, response, and training. It defines scenarios as reconstructions of past events or hypothetical explorations of future events. Scenarios can be used throughout the disaster cycle for mitigation, preparedness, response, recovery, and reconstruction. When building scenarios, key elements include the nature and impacts of the disaster, basic rules of operation, logistical factors, and objectives. Scenarios help train emergency personnel and assess vulnerability.
The Catastrophe Response System and Its Behavior in China: a Comparison to USAGlobal Risk Forum GRFDavos
1) The document compares the catastrophe response systems in China and the US, focusing on China's 2008 Wenchuan earthquake and the US's 2005 Hurricane Katrina.
2) It outlines the index-based methodology used to assess Wenchuan earthquake impacts and the probability-based methodology used for Hurricane Katrina.
3) The response systems in each country are described, noting China's centralized top-down system and the US's more coordinated federal-state system. Lessons from each disaster were later incorporated into new policies.
Emergency Plan, Monitoring and Evaluation.pptxPaulAnicete2
The document discusses emergency planning, monitoring, and evaluation. It provides details on creating video projects for a PETA finals demonstration on various disaster risk reduction topics. Students will work in assigned teams to create 10-20 minute videos covering precautionary safety measures for different hazards, basic fire response procedures, proper survival kit contents and use, and an overview of the Philippine disaster management law. The video projects will be evaluated based on clear objectives, well-structured storyboards, and organized, compelling content.
This document discusses post-disaster management and recovery. It defines key terms like response, recovery, relief, rehabilitation and reconstruction. It outlines the major steps in the recovery process including needs assessment, developing a vision for rebuilding, ensuring coherence with development goals, prioritizing sectors, and balancing early, mid and long-term recovery. Important aspects of response, rehabilitation and reconstruction are also summarized such as coordination, community participation and monitoring.
Chris hache -_managing_catastrophe_observations_finalAlan Radau
This document discusses managing risks and adapting project management approaches when responding to catastrophes, based on the author's experience as a Canadian peacekeeper in Haiti after the 2010 earthquake. The key lessons are: (1) Creating a detailed risk matrix that reflects all risks in the environment, including impacts to teams, infrastructure, and security. (2) Adapting the project triple constraints of scope, time and cost in response to immediate needs and changes. (3) Managing increased complexity from additional stakeholders, requirements, and uncertainties through improved communications, procurement, and data collection. Criteria for successful response and recovery include robust planning, empowered teams, capturing lessons learned, and exercising response plans.
OECD Workshop: Learning from crises and fostering the continuous improvement ...OECD Governance
Presentation by Dr. Edward Deverell, Crismart, Swedish National Defence College.
The workshop on “Learning from crises and fostering the continuous improvement of risk governance and management”, jointly organised with the governments of the Netherlands, Norway and Sweden, was held in Oslo, Norway on 17-18 September 2014. More information is available at www.oecd.org/gov/risk/high-level-risk-forum-oslo-workshop-2014.htm
The document discusses emergency response to incidents, including:
- Emergency services must legally cooperate through inter-agency approaches and local resilience forums.
- Call centers receive emergency calls and call handlers identify the appropriate response, directing services and monitoring progress.
- Incident managers supervise call handlers and liaise with other agencies to ensure efficient response.
- Emergency services have individual policies but also joint policies determined through local resilience forums to achieve common objectives like saving lives and restoring normality.
Running head the recovery phase of the disaster recovery cycle .docxtoltonkendal
Running head: the recovery phase of the disaster recovery cycle 1
The recovery phase of the disaster recovery cycle 13
Disaster Recovery Planning, Prevention and Response
Name
Institution
Course
Date
A. Using the attached “After Action Report Survey Template,” create an after action report (AAR) by doing the following:1. Discuss the plans, procedures, or other documents that were in place before the disaster.
Prevention Identify and minimize the risks posed by the building, its equipment and fittings, and the natural hazards of the area.
• Carry out a building inspection and alter factors which constitute a potential hazard.
• Establish routine housekeeping and maintenance measures to withstand disaster in buildings and surrounding areas.
• Install automatic fire detection and extinguishing systems, and water-sensing alarms.
• Take special precautions during unusual periods of increased risk, such as building renovation.
• Make special arrangements to ensure the safety of library or archival material when exhibited.
• Provide security copies of vital records such as collection inventories, and store these off-site.2. Summarize what occurred during the response in the scenario.: (e.g., disaster recovery plan, backup plans etc.) Include specific details about the documents, including completeness.
When disaster strikes.
• Follow established emergency procedures for raising the alarm, evacuating personnel and making the disaster site safe
• Contact the leader of the disaster response team to direct and brief the trained salvage personnel
• When permission is given to re-enter the site, make a preliminary assessment of the extent of the damage, and the equipment, supplies and services required.
• Stabilize the environment to prevent the growth of mound.
A disaster such as,
Earthquakes are seismic events where enormous amounts of energy are released, creating seismic waves. Earthquakes cause the following:
• Shaking and ground rupture
• Landslides and avalanches
• Tsunamis
• Soil liquefaction
• Floods
• Fires
These effects can linger for some time after the earthquake is over, hampering recovery efforts. Several months after the earth rumblings that worried the IT and research departments, there was an earthquake mirroring the 1905 event, registering 7.8 on the Richter scale, and lasting approximately 30 seconds to 1 minute for the primary quake, with subsequent aftershocks of varying strengths occurring for the next 96 hours. Floods and fires persisted for weeks. The resulting damage can be categorized as somewhere between severe and catastrophic. The casualty count, for both the local community and the organization was 50%, or approximately 50,000 deaths for the city of Berkeley and 31 deaths for LPHG. One LPHG staff member died as a result of contracting the H1Z1 virus in the resulting earthquake aftermath. Casualty counts could continue to increase as ...
The document discusses various aspects of disaster management. It defines disaster according to the UN and WHO as a serious disruption that exceeds local coping abilities. Disasters can have natural or human causes. The disaster management cycle includes mitigation, preparedness, response and recovery phases. Mitigation aims to minimize disaster impacts, preparedness involves planning and training, response occurs during/after a disaster, and recovery restores normal conditions. Nurses play important roles from communication to triage to documentation in disaster response and management.
This document discusses disaster management and planning for mass casualty events. It defines a disaster and outlines the types of natural and man-made disasters India experiences. It describes the organizational structure for disaster management from the national to district levels. The document focuses on hospital disaster planning, including external plans for responding to mass casualty incidents and internal plans for hospital infrastructure and operations. It provides details on triage, treatment areas, and maintaining records during a disaster response.
This document discusses disaster management planning for Chandigarh, India. It begins by introducing disaster management and noting that Chandigarh is prone to natural calamities like earthquakes. It then defines disasters and outlines the disaster management cycle of prevention, response, and recovery. The objectives of Chandigarh's disaster management plan are to improve preparedness, mitigate impacts, guide relief efforts, and involve communities. The plan identifies hazards like earthquakes, fires and floods. It analyzes vulnerable areas and critical facilities. The management strategy involves pre-disaster preparation, emergency response during impacts, and post-disaster recovery.
The document discusses key concepts related to emergency and disaster nursing including definitions of related terms, phases of disaster management, challenges to disaster planning, hospital emergency preparedness, and the role of nursing. It provides information on disasters, their effects, levels of disaster as defined by FEMA, and the national disaster risk reduction and management council in the Philippines. Details are given on hospital incident command systems, components of emergency operational plans, and initiating activation of plans.
This document discusses the syllabus for a course on disaster management. It covers 5 units: definitions and types of disasters; case studies of important disasters; mitigation and management; safety processes; and planning and response. Unit 4 discusses coping strategies for disasters, changing concepts in disaster management, and industrial safety plans. It notes the importance of coping mechanisms, community involvement, and a developmental rather than emergency response approach to disasters. Industrial safety risks include fire, explosion, and toxic chemical releases.
This document discusses the syllabus for a course on disaster management. It covers 5 units: definitions and types of disasters; case studies of important disasters; mitigation and management; safety processes; and planning and response. Unit 4 discusses coping strategies for disasters, changing concepts in disaster management, and industrial safety plans. It notes the importance of coping mechanisms, community involvement, and a developmental rather than emergency-focused approach. Industrial safety concerns include improper siting, lack of regulations, and hazards like fire, explosion, and chemical releases.
This document provides an overview of crisis management training. It defines crisis management and lists common types of crises. It then outlines the key elements of crisis management planning including defining the crisis, analyzing stakeholders, developing communication and technical strategies, and establishing crisis management teams. It discusses principles of crisis management such as identifying the type and impact of an incident and determining responsibility. The document also covers developing competencies through training exercises, management review, and developing a competency model.
Unit 3 Disaster Management and emergency preparedness (2) (1).pptxOSCAR212326
1) The document defines key terms related to disaster management such as disaster, emergency, incident, hazard, and risk. It categorizes disasters into natural, mixed, and man-made types.
2) Disaster is defined as a serious disruption that exceeds the ability of the affected community to cope using its own resources. Developing countries suffer greater losses from disasters than industrialized countries.
3) A disaster management plan aims to minimize losses and ensure safety and continuity of operations during emergencies. It involves prevention/mitigation, preparedness, response, and recovery phases.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
More Related Content
Similar to Crisis clever, a system of handling experience of crisis management for providing help to decision make
This document discusses the use of scenario methodology for emergency planning, response, and training. It defines scenarios as reconstructions of past events or hypothetical explorations of future events. Scenarios can be used throughout the disaster cycle for mitigation, preparedness, response, recovery, and reconstruction. When building scenarios, key elements include the nature and impacts of the disaster, basic rules of operation, logistical factors, and objectives. Scenarios help train emergency personnel and assess vulnerability.
The Catastrophe Response System and Its Behavior in China: a Comparison to USAGlobal Risk Forum GRFDavos
1) The document compares the catastrophe response systems in China and the US, focusing on China's 2008 Wenchuan earthquake and the US's 2005 Hurricane Katrina.
2) It outlines the index-based methodology used to assess Wenchuan earthquake impacts and the probability-based methodology used for Hurricane Katrina.
3) The response systems in each country are described, noting China's centralized top-down system and the US's more coordinated federal-state system. Lessons from each disaster were later incorporated into new policies.
Emergency Plan, Monitoring and Evaluation.pptxPaulAnicete2
The document discusses emergency planning, monitoring, and evaluation. It provides details on creating video projects for a PETA finals demonstration on various disaster risk reduction topics. Students will work in assigned teams to create 10-20 minute videos covering precautionary safety measures for different hazards, basic fire response procedures, proper survival kit contents and use, and an overview of the Philippine disaster management law. The video projects will be evaluated based on clear objectives, well-structured storyboards, and organized, compelling content.
This document discusses post-disaster management and recovery. It defines key terms like response, recovery, relief, rehabilitation and reconstruction. It outlines the major steps in the recovery process including needs assessment, developing a vision for rebuilding, ensuring coherence with development goals, prioritizing sectors, and balancing early, mid and long-term recovery. Important aspects of response, rehabilitation and reconstruction are also summarized such as coordination, community participation and monitoring.
Chris hache -_managing_catastrophe_observations_finalAlan Radau
This document discusses managing risks and adapting project management approaches when responding to catastrophes, based on the author's experience as a Canadian peacekeeper in Haiti after the 2010 earthquake. The key lessons are: (1) Creating a detailed risk matrix that reflects all risks in the environment, including impacts to teams, infrastructure, and security. (2) Adapting the project triple constraints of scope, time and cost in response to immediate needs and changes. (3) Managing increased complexity from additional stakeholders, requirements, and uncertainties through improved communications, procurement, and data collection. Criteria for successful response and recovery include robust planning, empowered teams, capturing lessons learned, and exercising response plans.
OECD Workshop: Learning from crises and fostering the continuous improvement ...OECD Governance
Presentation by Dr. Edward Deverell, Crismart, Swedish National Defence College.
The workshop on “Learning from crises and fostering the continuous improvement of risk governance and management”, jointly organised with the governments of the Netherlands, Norway and Sweden, was held in Oslo, Norway on 17-18 September 2014. More information is available at www.oecd.org/gov/risk/high-level-risk-forum-oslo-workshop-2014.htm
The document discusses emergency response to incidents, including:
- Emergency services must legally cooperate through inter-agency approaches and local resilience forums.
- Call centers receive emergency calls and call handlers identify the appropriate response, directing services and monitoring progress.
- Incident managers supervise call handlers and liaise with other agencies to ensure efficient response.
- Emergency services have individual policies but also joint policies determined through local resilience forums to achieve common objectives like saving lives and restoring normality.
Running head the recovery phase of the disaster recovery cycle .docxtoltonkendal
Running head: the recovery phase of the disaster recovery cycle 1
The recovery phase of the disaster recovery cycle 13
Disaster Recovery Planning, Prevention and Response
Name
Institution
Course
Date
A. Using the attached “After Action Report Survey Template,” create an after action report (AAR) by doing the following:1. Discuss the plans, procedures, or other documents that were in place before the disaster.
Prevention Identify and minimize the risks posed by the building, its equipment and fittings, and the natural hazards of the area.
• Carry out a building inspection and alter factors which constitute a potential hazard.
• Establish routine housekeeping and maintenance measures to withstand disaster in buildings and surrounding areas.
• Install automatic fire detection and extinguishing systems, and water-sensing alarms.
• Take special precautions during unusual periods of increased risk, such as building renovation.
• Make special arrangements to ensure the safety of library or archival material when exhibited.
• Provide security copies of vital records such as collection inventories, and store these off-site.2. Summarize what occurred during the response in the scenario.: (e.g., disaster recovery plan, backup plans etc.) Include specific details about the documents, including completeness.
When disaster strikes.
• Follow established emergency procedures for raising the alarm, evacuating personnel and making the disaster site safe
• Contact the leader of the disaster response team to direct and brief the trained salvage personnel
• When permission is given to re-enter the site, make a preliminary assessment of the extent of the damage, and the equipment, supplies and services required.
• Stabilize the environment to prevent the growth of mound.
A disaster such as,
Earthquakes are seismic events where enormous amounts of energy are released, creating seismic waves. Earthquakes cause the following:
• Shaking and ground rupture
• Landslides and avalanches
• Tsunamis
• Soil liquefaction
• Floods
• Fires
These effects can linger for some time after the earthquake is over, hampering recovery efforts. Several months after the earth rumblings that worried the IT and research departments, there was an earthquake mirroring the 1905 event, registering 7.8 on the Richter scale, and lasting approximately 30 seconds to 1 minute for the primary quake, with subsequent aftershocks of varying strengths occurring for the next 96 hours. Floods and fires persisted for weeks. The resulting damage can be categorized as somewhere between severe and catastrophic. The casualty count, for both the local community and the organization was 50%, or approximately 50,000 deaths for the city of Berkeley and 31 deaths for LPHG. One LPHG staff member died as a result of contracting the H1Z1 virus in the resulting earthquake aftermath. Casualty counts could continue to increase as ...
The document discusses various aspects of disaster management. It defines disaster according to the UN and WHO as a serious disruption that exceeds local coping abilities. Disasters can have natural or human causes. The disaster management cycle includes mitigation, preparedness, response and recovery phases. Mitigation aims to minimize disaster impacts, preparedness involves planning and training, response occurs during/after a disaster, and recovery restores normal conditions. Nurses play important roles from communication to triage to documentation in disaster response and management.
This document discusses disaster management and planning for mass casualty events. It defines a disaster and outlines the types of natural and man-made disasters India experiences. It describes the organizational structure for disaster management from the national to district levels. The document focuses on hospital disaster planning, including external plans for responding to mass casualty incidents and internal plans for hospital infrastructure and operations. It provides details on triage, treatment areas, and maintaining records during a disaster response.
This document discusses disaster management planning for Chandigarh, India. It begins by introducing disaster management and noting that Chandigarh is prone to natural calamities like earthquakes. It then defines disasters and outlines the disaster management cycle of prevention, response, and recovery. The objectives of Chandigarh's disaster management plan are to improve preparedness, mitigate impacts, guide relief efforts, and involve communities. The plan identifies hazards like earthquakes, fires and floods. It analyzes vulnerable areas and critical facilities. The management strategy involves pre-disaster preparation, emergency response during impacts, and post-disaster recovery.
The document discusses key concepts related to emergency and disaster nursing including definitions of related terms, phases of disaster management, challenges to disaster planning, hospital emergency preparedness, and the role of nursing. It provides information on disasters, their effects, levels of disaster as defined by FEMA, and the national disaster risk reduction and management council in the Philippines. Details are given on hospital incident command systems, components of emergency operational plans, and initiating activation of plans.
This document discusses the syllabus for a course on disaster management. It covers 5 units: definitions and types of disasters; case studies of important disasters; mitigation and management; safety processes; and planning and response. Unit 4 discusses coping strategies for disasters, changing concepts in disaster management, and industrial safety plans. It notes the importance of coping mechanisms, community involvement, and a developmental rather than emergency response approach to disasters. Industrial safety risks include fire, explosion, and toxic chemical releases.
This document discusses the syllabus for a course on disaster management. It covers 5 units: definitions and types of disasters; case studies of important disasters; mitigation and management; safety processes; and planning and response. Unit 4 discusses coping strategies for disasters, changing concepts in disaster management, and industrial safety plans. It notes the importance of coping mechanisms, community involvement, and a developmental rather than emergency-focused approach. Industrial safety concerns include improper siting, lack of regulations, and hazards like fire, explosion, and chemical releases.
This document provides an overview of crisis management training. It defines crisis management and lists common types of crises. It then outlines the key elements of crisis management planning including defining the crisis, analyzing stakeholders, developing communication and technical strategies, and establishing crisis management teams. It discusses principles of crisis management such as identifying the type and impact of an incident and determining responsibility. The document also covers developing competencies through training exercises, management review, and developing a competency model.
Unit 3 Disaster Management and emergency preparedness (2) (1).pptxOSCAR212326
1) The document defines key terms related to disaster management such as disaster, emergency, incident, hazard, and risk. It categorizes disasters into natural, mixed, and man-made types.
2) Disaster is defined as a serious disruption that exceeds the ability of the affected community to cope using its own resources. Developing countries suffer greater losses from disasters than industrialized countries.
3) A disaster management plan aims to minimize losses and ensure safety and continuity of operations during emergencies. It involves prevention/mitigation, preparedness, response, and recovery phases.
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Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
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Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
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- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
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Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
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Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
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Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
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Crisis clever, a system of handling experience of crisis management for providing help to decision make
1. Contribution of M. Sediri, N. Matta, S. Loriette and A. Hugerot.
TechCICO Laboratory University of technology ofTroyes
1
2. Outlines
Crisis Management
Approach based on Experience Feedback
Spatiotemporal Dimension of Crisis Situation
Context perception & Guiding deciding Making process
Reasoning Using Previous Situation (Analogy)
Design of an Operation Crisis Clever System
Conclusion
2
3. CrisisManagement
•Crisis management is a special
type of collaborative approach
•The actors are subject to an
uninterrupted stress
•Human and economic losses
•Destabilizing effects
•Evolutive situation exponential
effects
No specific procedure
3
4. CrisisManagement
Common phases in the management
of crisis situations (R. Johnson,2000)
(P. Lagadec, 1993) (D .Smith and D.
Elliott, 2005) :
•Preparation
•Intervention / handling
•Analysis / Feedback
phases of crisis management
• Importance of experience feedbackThen
4
9. ApproachbasedonExperienceFeedback
•Identification of the criteria of crisis.
•Identification of the types of risks and risk sites.
•Representing experience feedback of crisis management:
Road accident, explosion, nuclear accident…
•Definition structure representation of a crisis considering:
The situations as: events / actions
heuristics
organizations
Communication
9
10. ApproachbasedonExperienceFeedback
Interviews with actors of the SAMU 10 :
Doctors and heads of emergency department
Emergency workers
Secretaries
Ambulance drivers
Questions:
Problems to be addressed
Guidelines and key issues
Consequences and situations progression depending on the actions
Organizations, roles and tasks
Logistics and coordination problems
Influence of environment conditions
10
Modeling formalized and non-formalized preferences of the decision maker.
Analysis of the solution and evaluating their consequences.
11. SpatiotemporalDimensionofCrisisSituation(1/2)
t0
• Localization:
• Road Type
• Access
• Accident Elements:
• Vehicles NB and Type
Problems:
• Localization : address confusion or
flou if Highway => Loss Time to
access
• Loss Time=> more Serious Victims
Communication
Center
Accident Alert
10-15 Minutes
Send First
Emergency
Post
First
Emergency
Post
Needs of Materials, resources
Victims NB, serious, etc.
• Logistics of:
• Gather Materials
• Solicit Emergency People
Sollicit Crisis Unit
Problems:
• Availability of Emergency
People (Children Care,
distances, access, etc.)
• Weather => Pb Rescuer access
1 Hour
Send Second
Emergency
Post and
Materials
TASKSActor/UnitProblems 11
13. Contextperception&DecidingMaking
J.P.Van der henst,J.F.Richard andK.Reed
Perception of context
Provide to decision makers
necessary information in
order to understand the crisis
context
Decision making
Guide the reasoning process
during crisis phases:
•Limit ignored significant
events.
•Highlight required actions that
can be forgotten.
13
14. ReasoningUsingPreviousSituations
•The analogy is a central activity in the
human life.
•Crisis management is an informal
field.
•Formal regulations is not efficient.
•The analogy is based on a general and
calculated similarity between a source
and a target.
•Reasoning in CBR systems is based
on the analogy of situations .
•Dynamic representation of the
problem-solving considering the
evolution of situation.
14
15. WhichGISfor ourCCS?
GIS
Ergonomic
s
Flexibility Precision Cost
Google
+Intuitive +PC, Mac,
Iphone, …
+ Interface-
API
+ Street
views
-updating
Free up to
2500
maps
Bind Maps
+ simple
and clear
+PC, Mac,
Iphone, …
+ Interface-
API
- Not in
detail
Free up to
12500
maps
Yahoo Maps
- map hard
to read
+PC, Mac,
Iphone, …
+ Interface-
API
- limited to
America
and Canada
+ Street
views
géoportail
+ 2D and
3D
-loading
slow
+PC, Iphone
(-less
functions)
+ Interface-
API
+ rich on
France
maps
- No global
service
Free for
non
commerci
al usage
OSM
+ 2D and
3D
- Search
quite slow
with big
DB
- Only one
road view
+PC, Iphone,
- Not on
Tablet
+ Interface-
API
+ Street
views
+Loading
personal
Maps
- Not
complete
Free
Criteria of GIS comparison :
•Exactness of information.
•Flexible interfacing with other
systems.
•Personalization of the map.
•Free services .
•Offline availability.
15
18. NRBC accident
Alert
Communication center
Place : SAMU
The time limit for the actions : 5 to 10 minutes
Actions :
• information Collect
• Send information to the emergency
department
Data:
• Crisis Type :
• Location:
• Weather Condition:
• The Involved:
Emergency department
Place: SAMU
The time limit for the action: 15 minutes
Date:
•Crisis Type : Nuclear-chimique
•Location: Mailly
•Weather Condition: Raining
•The Involved:
- Military convoy
- tanker truck carrying a chemical substance
Actions:
•Sending the First Team of Intervention
•Crisis Type : Nuclear-chimique
•Location: Mailly
•Weather Condition: Raining
•The Involved:
- Military convoy
- tanker truck carrying a chemical substance
Emergency department
Place: SAMU
The time limit for the actions : 15 minutes
Data:
•Crisis Type: ?
PB: the procedure to follow is unknown !
•Location: ?
PB: Loss of time, degradation of the condition of
victims.
•Weather Condition : raining
•The Involved : ?
PB: necessary means of rescue unknown.
Actions:
• information Collect:
PB: Waste of time to access to the crisis site.
Time out And Actions
not done
Representation of a Situation Evolution : State /Event
18
19. CCS:State
Each state of the system matches a crisis stage.
•Type: sort of index referencing
a complete or episode of a
crisis situation.
•Time: Time limit to do actions
by the concerned actor
according to place’s type.
A Crisis stage is defined by :
•Actor/ role: concerned person or
unit .
•Data: available data for
concerned situation
•Actions: actions to execute
considering previous elements.
•Place: actor location.
19
20. Conclusion
CCS:
•Using Experience feedback in decision
making
•Enhancing context perception
•Supporting Dynamicity of situations
•Learning from situations
•Promoting Communication
•Ergonomic user interface
•Friendly GIS
Future work :
•Traceability (data , actions and
problems)
•Developing prototype
•Tests .
20
21. Thank you for your attention
21Training exercises SAMU 10