Upon completion of this course, participants will be able to:

• Conduct a systematic **Stakeholder Analysis** to identify and prioritize all relevant internal and external parties.
• Develop tailored communication strategies for high-impact stakeholders (e.g., regulators, investors, media).
• Master the art of translating complex risk data (e.g., VaR, probability scores) into non-technical language.
• Apply the principles of **Risk Communication** to influence perception and manage anxiety during uncertainty.
• Develop clear, consistent messaging and communication protocols for active crisis scenarios.
• Manage internal communication to ensure employee alignment and prevent the spread of harmful rumors.
• Utilize digital and social media channels for targeted stakeholder engagement and issue monitoring.
• Integrate stakeholder feedback and concerns into the organization's risk mitigation and crisis plans.

• Corporate Communications and Public Relations Professionals
• Enterprise Risk Managers and Business Continuity Planners
• Senior Managers and Project Leaders with high stakeholder visibility
• Legal, Regulatory Affairs, and Investor Relations Specialists
• Crisis Management Team Communication Leads

• Group Stakeholder Mapping and Targeted Message Drafting Workshop
• Case Studies on Communication Failures and Successes in Major Crises
• Individual Exercise: Translating a Risk Register Entry into a Board Report Paragraph
• Role-Playing Communication with Hostile Stakeholders (e.g., angry citizens, critical investors)
• Discussions on the Ethical Responsibilities of Communicating Risk to the Public

Unit 1: Foundations of Risk and Crisis Communication

• Defining risk communication vs. crisis communication and their distinct goals.
• The importance of transparency, empathy, and consistency in building trust during uncertainty.
• Understanding the psychological principles of how people perceive and react to risk information.
• Establishing communication as a core pillar of the Enterprise Risk Management (ERM) framework.
• The role of the communication professional as a key advisor to the Crisis Management Team (CMT).

Unit 2: Systematic Stakeholder Analysis and Mapping

• Methodologies for conducting comprehensive **Stakeholder Analysis** (Power/Interest Grid).
• Identifying the specific risk concerns and communication channels for each key group.
• Developing a **Stakeholder Engagement Plan** with tailored objectives and messaging.
• Protocols for communication with highly influential stakeholders (e.g., Board, major investors, key regulators).
• Managing the information flow and communication boundaries during an active crisis.

Unit 3: Translating Risk Information

• Techniques for simplifying complex quantitative and qualitative risk data for executive consumption.
• Crafting clear, non-technical language to explain risk exposure, mitigation plans, and residual risk.
• Mastering the use of visuals (e.g., risk heat maps, impact charts) to enhance understanding.
• Developing **Risk Reporting Dashboards** tailored to the specific needs of different governance bodies.
• Techniques for communicating uncertainty without undermining confidence.

Unit 4: Crisis Communication Execution

• Applying the **C-R-E-D-I-T** model for effective crisis messaging (Compassion, Responsibility, Evidence, Details, Information, Timeliness).
• Establishing the communication chain of command and approval protocols during a crisis.
• Managing internal communication: communicating action, concern, and preventing rumors among employees.
• Strategies for using the CEO or senior leader as the authentic and credible spokesperson.
• Proactive use of social media to correct misinformation and control the narrative.

Unit 5: Post-Crisis and Continuous Engagement

• Developing a structured plan for follow-up communication after a crisis event.
• Conducting a post-event communication audit and gathering stakeholder feedback.
• Integrating stakeholder concerns and feedback into future risk management processes.
• Strategies for maintaining dialogue with regulatory bodies and auditors post-incident.
• Using communication as a continuous tool to build long-term organizational resilience.