Call for Applications for the XVII Edition of the Master in Human Rights and Conflict Management - Scuola Superiore Sant'Anna (Pisa, Italy) - 2019

Applications shall be submitted online at www.humanrights.santannapisa.it

Deadline for the 1^st round of selection: 3 July 2018

Deadline for the 2^nd round of selection: 18 September 2018

Natural Disasters can have catastrophic impacts upon an organization’s people, business and operational interests, assets and facilities, as well as on its reputation. Planning for predictable or unpredictable natural disaster events strengthens the organization’s resiliency to them.

Kidnap and ransom (including hostage) situations can have dramatic implications for an organization’s overall resiliency and ability to continue or recover business as leadership teams are drawn into what can be highly complex, emotive, impactful and protracted events. Kidnap and ransom events are not just able the safe and timely recovery of victims, these events encompass family liaison, insurance, legal, media, staff morale, external stakeholder and reputational considerations which if mishandled, can have long term and far reaching effects.

Fraud and corruption is an endemic global risk which impacts all organizations to some extent. The implications can be nefarious, commonplace, subtle or overt in nature. They can impact both the point of the crisis, as well as the wider interests of the organization. The ability for management teams to understand, plan and prepare for, respond to and manage, and then effectively and transparently transition and recover from such events protects the organization, and demonstrates to external stakeholders a professional, timely and honest approach to controlling fraud.

Extortion, intimidation and coercion events can be subtle or overt in nature, limited or widespread, carried out by individuals, groups or government agencies, and can have far reaching implications for the organization. This leadership course helps leadership teams to understand the complexities of managing such events, bringing together the headquarters response protocols in a mutually supportive manner with localized responses to ensure a joined up solution.

The ability to communicate during a crisis event, whether with internal stakeholders as part of verbal and written information sharing protocols, or to external stakeholders such as with media groups, will define both the ability for leaders to make knowledge led decisions, and to present the shop window of the organization in the most positive light to the media; and as such to the wider global community.

Civil disorder events can occur through predictable rising tensions and known calendar periods of heightened risk, or they may result from sudden and unforeseen escalations of violence. Regardless, there is typically some form of warning indicator that civil disorder events may occur and leadership teams who understand the potential risks, and the methods by which to effectively prepare and prevent, respond, manage and then transition and recover from such events will be better placed to protect their people and the wider interests of their organization.

Mass casualty events, whether an industrial accident, security incident or natural disaster event, can quickly become ‘out of the box events’ in that they overwhelm the capacity of both the organization, as well as first responders, to respond to and manage the event. As such, leadership teams who understand the risks and needs of a mass casualty events (which may also include fatalities) will be better placed to control the risks and respond to the needs of the incident.

An arrest and detention situation can present unique challenges for those being held by government authorities, as well as the organizations they represent.

Organizations may face the impacts resulting from a serious disease outbreak (pandemic) which can have far reaching business and operational consequences, or if mishandled, may impact the reputation of the team. As such, it is critical that leaders understand the complexities of managing a pandemic event, including the typical modes of disease transmission and, so, infection mitigation measures, and how a disease outbreak can then affect business and operations, as well as generate secondary risks through its destabilizing effect on the local population and public health infrastructure.

Political risks present unique and potentially highly impactful organizational risks to many organizations, whether at home or when operating internationally. Political risks can impact a business license, the ability to operate, move funds, compete on work, or result in disrupting stress and tension being placed upon the organization. In some instances key staff may be arrested, detained, or made persona non grata.

Leadership teams are responsible for establishing the decision making structures needed to most effectively manage risk. Understanding the process required to identify primary and secondary stakeholders who are responsible for reviewing human-made and natural risks, and responding to a crisis situation should it occur, is a fundamental organizational mandate.

When an emergent threat is identified, and when a crisis situation is ongoing, or incident has happened, the ability to communicate quickly and accurately with the right people is fundamentally important.

In many environments, overland travel presents the single greatest domain of risk to life safety. Managing this risk requires the adoption of a systematic approach that starts with an assessment of threats posed by the road conditions, locally prevalent driving behaviors and nature and tempo of travel undertaken, and then overlays this with the spatial pattern of threats presented by hostile individuals and groups, and hazards arising in the natural environment.

Hotels, guesthouses and homes provide places for rest, recuperation and comfort, as well as venues for meetings and events. In some environments safety and security will play a role in the selection of these locations, ensuring that both direct and indirect risks are identified, measured and taken into account during the selection process. A failure to understand risks to residential and hotel or guesthouses places people, activities, assets and the reputation of an organization at avoidable risks.

The ability to offer first aid support to sick or injured individuals, especially in a remote region distanced from medical support, or where a crisis has occurred and medical first responders are unable to provide immediate support, can make the difference between a life and death situation. This training provides casualty stabilization awareness training to enable managers and staff to understand the simple techniques by which to stabilize causalities until professional medical help arrives; even when first aid assets and equipment may not be available.

THE IMPACT OF POLITICS ON SEXUAL AND REPRODUCTIVE HEALTH AND RIGHTS

Volume 27 Number 54, May 2019

Submission deadline 31 October 2018

Admissions are Open on a Rolling Basis!Description of the Diploma** The Human Rights Centre of the United Nations mandated University for Peace is offering its successful Professional Development Diploma in Human Rights and Forced Displacement, courses for which can be taken entirely online. This Diploma, aimed at professionals seeking training for career development, can be obtained upon successful completion of the following five online courses offered in the programme.

This course can be taken as stand-alone, or as part of the Diploma in Human Rights and Forced Displacement.

Course Description

The 2030 Agenda for Sustainable Development (SDGs) envisages a world of universal respect for human rights and human dignity; a world which invests in its children and in which every child grows up free from violence and exploitation; a world in which every woman and girl enjoys full gender equality and all legal, social and economic barriers to their empowerment have been removed. A just, equitable, tolerant, open and socially inclusive world in which, the needs of the most vulnerable are met.