SMi Group brings it new masterclass to London this December

1. MC340
www.smi-online.co.uk/c-suite-security.asp
Register online and receive full information on all of SMi’s conferences
Alternatively fax your registration to +44 (0)20 7827 6737 or call +44 (0)20 7827 6736
GROUP DISCOUNTS AVAILABLE
MASTERCLASS
SMi Training Presents...
C-Suite Responsibilities:
The Changing Role of the
Chief Security Officer
Evolving Concepts, Threats and Challenges
for 21st Risk Management
5th December 2013, Central London
Hosted By: David Rubens MD of David Rubens Associates
C-SuiteResponsibilities:
TheChangingRoleoftheChiefSecurityOfficer
The role of the Chief Security Officer within the world of C-Suite decision-making and strategy-
setting is one that has developed significantly over the last few years, but which to a large degree
hasnotbeenreflectedinanequivalentdevelopmentintherangeofskillsandcapabilitiesthatthey
are able to bring to the C-Suite conference table. In a world without frontiers, where organisations
are expanding into non-traditional markets and where incidents can escalate to crisis, and crises
todisastersinamatterofminutes,theabilityoftheCSOtoofferguidanceandanappropriatelevel
of expertise in all areas of corporate security and risk management, both pre-emptively in
identifying and offering solutions to potential problems and in responding and managing the
reaction post-event, has never been more critical.
Global communications and news coverage, together with the democratisation of information
control through the spread of social media, has meant that the corporate CSO is no longer solely
concerned with preventing loss and preserving life, but is critically involved in all aspects of
maintaining corporate reputation, brand value and share price.
BP and Deepwater Horizon, G4S and the London Olympics, Tesco and the ‘Horse-Burgers’, News
International and the phone-hacking scandal, BBC and Jimmy Saville, Mid Staff NHS Trust and
patient deaths, are all examples of where failures in organisational risk management has led to
immediate and potentially catastrophic losses in public confidence, as well as the loss of income,
business reputation and, in many cases, the jobs of top management. These were all situations
thatshouldhavebeenidentifiedandhighlightedbytheCSO,andbroughttotheattentionofsenior
management before they escalated to a stage where they threatened the continued existence of
those organisations.
However, rather than being confined to a ‘defensive’ role, the modern CSO also has to show that
they can actively create value in the company, through the creation of greater opportunities and
competitive advantages. The number of mega-cities (>10 million inhabitants) is set to grow from
the current fifteen to thirty in the next fifteen years, and those cities will be the arena where major
globalbrandsaregoingtobecompetingfortheirshareoftheemergingacquisitivemiddleclasses,
whether it is for cars, houses, hospitals, schools and universities, shopping centres, leisure and
entertainment,warehousing,transport,professionalservicesorthemyriadothersectorsthatthat
expansion will create. It is the role of the CSO to ensure that their organisation is ready to take
advantageoftheopportunitiesthatexpansionintoemergingnon-traditionalmarketswillbring,as
well as being robust enough to deal with the challenges that they will undoubtedly raise.
This seminar will take an in-depth look at the role of the modern CSO, examine what are the
responsibilitiesthattheyareexpectedtotakeon,andshowhowtheycanbringalevelofexpertise,
guidance and leadership – as well as a business perspective – that will enable them to fulfil their
role as full partners in C-Suite deliberations.

2. www.smi-online.co.uk/c-suite-security.asp
Register online and receive full information on all of SMi’s conferences
Alternatively fax your registration to +44 (0)20 7827 6737 or call +44 (0)20 7827 6736
GROUP DISCOUNTS AVAILABLE
9.00 – 9.30
Coffee and Introductions
9.30 – 10.30
A Brave New World
The opening session will look at how the changing nature of
global business has impacted on the role of the corporate
CSO. As well as establishing the framework for ‘routine’
functions of the CSO, this session will examine the emerging
challenges that will develop as the result of the opening up of
non-traditional market places and the need to develop
effective commercial practices able to operate in those
environments.
10.45 – 11.45
‘Give a Man a Fish…’: The CSO as Corporate Value Creator
The saying ‘Give a man a fish and you feed him for a day, teach
him to fish, and you feed him for life’ is so well known that is
it almost a cliché. And yet in much the same, way, the role of
the CSO is not so much to solve problems as to create a ‘safe
organisation’, educating the workforce, at every level from the
CEO to the cleaners and car park attendants as to what it
takes to create a modern, effective and, above all, safe and
risk-aware community. This session looks at what is required
to create a universal and comprehensive ‘security culture’
within organisations that might be operating across many
divisions, geographic regions and business cultures. There is
no aspect of an organisation’s activities that are not relevant
to the CSO, and there are no areas where an effective CSO
cannot improve performance. The modern CSO is a value
creator, and their skills and experience should be as much a
part of driving the corporate strategy as any other VP at the C-
Suite table.
12.00 – 1.00
Information Protection and Cyber Security:
You ARE being Targeted
Cyber attacks are the single greatest threat to any
organisation. In a reversal of traditional asymmetric warfare,
rather than disempowered terrorists attacking nation states it
is now national intelligence agencies that are targeting global
commercial operations. This session, led a by an international
authority on cyber threats and security, will look at how you
are being targeted, and what you can do about it.
1.00 – 2.00
Lunch
2.00-3.00
‘Right of Bang’: Crisis Management and Response
‘Right of Bang’ describes post-event responses, as opposed
to ‘Left of Bang’ pre-emptive preventative measures. Whilst
the CSO cannot prevent every potential corporate crisis, it is
their responsibility to ensure that the organisation is prepared
to move swiftly and effectively to respond to any emerging
crisis, to act in a way that will limit the damage and allow the
organisation to regain control of events, and at all times to
maintain the reputation and value of the organisation in the
wider market. All of the examples listed at the beginning of
this information sheet escalated because the organisation
concerned was not able to control the emerging situation, and
it was the weak and ineffective secondary reaction (often led
by the CEO), rather than the original problem, that caused the
major damage to the organisation,
3.15 – 4.15
Media Management
Media management plays a critical role in protecting an
organisation’s public reputation, especially when there is a
potential crisis on the horizon. CSO’s and CEO’s are rarely
given time to prepare properly for the cameras and
microphones when a major crisis develops, and yet it is their
response that will decide, often in the first few minutes of
confusion, how the story of that event will develop. This
session, led by an experienced media commentator, will look
at the issues around media management and crisis response,
and will explain the issues that should be at the centre of
corporate media management strategy.
4.00 – 5.00
Open Discussion
It is expected that all participants in this event will bring their
own skills, experiences and insights to the table, and that
there will be real value in sharing those experiences in a
round-table discussion with other like-minded practitioners.
Although the whole day will be run in an open and fully inter-
active way, the last session will create a space where the
participants can share their ideas, as well as identify
significant points for future investigation.
FULL DAY PROGRAMME

3. www.smi-online.co.uk/c-suite-security.asp
Register online and receive full information on all of SMi’s conferences
Alternatively fax your registration to +44 (0)20 7827 6737 or call +44 (0)20 7827 6736
GROUP DISCOUNTS AVAILABLE
Why you should attend:
This one-day seminar offers an in-depth investigation of
what are the roles and responsibilities of the modern Chief
Security Officer, and how they can best fulfil their function
in a C-Suite environment. Examples of corporate failures
and global best practices are taken from real-life
situations, and all sessions are designed to give
participants a real insight into how they can best serve
their organisations, and add value at every level of their
operation.
Who should attend:
• Chief Security Officers and other senior managers
responsible for any aspect of Risk Management, Crisis
Management or Business Continuity within large
organisations.
• Representatives of NGO’s, specialist CM agencies,
multi-national organisations, corporate multi-nationals
• RM and CM strategists and policy-makers.
• Senior CM trainers s
Your Masterclass Leader:
David Rubens, MD of David Rubens Associates, has been involved in various aspects of the security
industry since he was Team Leader on the Israeli Embassy security team in Munich, Germany in 1981.
He holds an MSc in Security and Risk Management from Leicester University, where he is currently a
Visiting Lecturer and Dissertation Supervisor on their Security, Terrorism and Policing programme. He
was a Visiting Lecturer (2009-‘10), on the Strategic Leadership Programme at the Security and Resilience
Department, Cranfield University, UK Defence Academy, focusing on terrorism and public policy, and the
management of large-scale, complex multi-agency programmes. He is currently on the Professional
Doctorate programme at Portsmouth University Department of Criminology & Justice, where his
Doctorate research involves developing models of strategic management at the extremes of
organisational complexity, looking at issues of capability development, decision-making and multi-agency
interoperability in highly-unstable situations such as natural disasters, corporate failures and
government-level crisis management scenarios.
David’s extensive background in operational management, global corporate consultancy and high-level
academic research allows him to bring a holistic understanding of the issues facing Risk and Security
Managers in the 21st century, as well as the ability to put that information across in an immediately
accessible manner. He has written research papers and reports on all aspects of security management,
from national-level Security Sector Restructuring through to post-disaster analysis for government
agencies in Japan, Russia, Dubai, Nigeria, Liberia and the UK. He is in high demand at international
security events, where he is well known for the energy he brings to his presentations. He has given
presentations to major conferences in London, New York, Tokyo and Moscow.
About David Rubens Associates
David Rubens Associates is a specialist corporate security consultancy offering strategic security
services to individuals and organisations across the world. DRA has worked with government agencies,
NGO’s, international conglomerates and major global events, and brings a mixture of strategic vision,
operational experience and academic research to all of its projects, however large or small.

4. If you have NOT received registration confirmation within 48 hours of registering, please call +44 (0) 870 9090 711
C-SUITE RESPONSIBILITIES: THE CHANGING ROLE OF THE CHIEF SECURITY OFFICER
Thursday 5th December 2013, Central London
4 WAYS TO REGISTER
POST your booking form to: Events Team, SMi Group Ltd, 2nd Floor
South, Harling House, 47-51 Great Suffolk Street, London, SE1 0BS, UK
www.smi-online.co.uk/c-suite-security.asp
FAX your booking form to +44 (0)20 7827 6737
PHONE on +44 (0)20 7827 6736
Payment: If payment is not made at the time of booking, then an invoice will be issued and must be
paid immediately and prior to the start of the event. If payment has not been received then credit
card details will be requested and payment taken before entry to the event. Bookings within 7 days
of an event require payment on booking.
Substitutions/Name Changes: If you are unable to attend you may nominate, in writing, another
delegate to take your place at any time prior to the start of the event. Two or more delegates may
not ‘share’ a place at an event. Please make separate bookings for each delegate.
Cancellation: If you wish to cancel your attendance at an event and you are unable to send a
substitute, then we will refund/credit 50% of the due fee less a £50 administration charge, providing
that cancellation is made in writing and received at least 28 days prior to the start of the event.
Regretfully cancellation after this time cannot be accepted.
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venue or date of the event compared to the advertised programme.
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attached letter.
Unique Reference Number
Our Reference LV MC340
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