Hello, everyone. Let's start in time. It's my, honor to be here to present our experience. I am Catherine, Catherine Mahilnitska.I, I'm in Kyiv in Ukraine, in the center of Ukraine from Kyiv. Let's start. Thanks for joining me. In today's world, managing pricing is no longer an exception. It's our new default. Crises come in waves, overlap, and evolve faster than our institutions can. And in that shift in context, the fundamental question becomes this, how do we shift from constantly reacting to confidently continuing? How do we build systems, cities, or societies that don't justify but operate with resilience under extreme stress? In Kyiv, we have been living through this question every single day. As chief reputation officer, I have witnessed how Leerds' stimulus crisis test every layer of urban infrastructure, not just physical system, but trust, information, and coordination.

To understand the kind of systematic resilience we need today, it's important to look at the specific sequence of challenges we have faced in recent years. Of course, emergencies are not a modern invention. They have always been part of our urban history. But for the purpose of this discussion, we focus on the compounded crisis of the last six years, a period marked by unprecedented simultaneous and acceleration. Since 2019, we have endured the COVID nineteen pandemic, devastating natural disasters, widespread cyber attacks, the eruption of full scale wars, you know, blackouts, mass evacuation, and the specter of nuclear and ecological threats. Each of these events would be serious on its own. I encourage you to take a moment to watch the video on the current slide. It captures more powerful than words can the intensity and continuity of this crisis. Please watch. Okay. Let's continue. These weren't isolated.

They compounded each new crisis struck while the previous one was still being persist. And in that compounding, we discovered something critical. The old models of emergency management were no longer sufficient. Traditional approaches prepare for a single disruption, but continuity today depends on preparing for multiply simultaneous, shocks, some visible, other not. This brings us to the quieter but equally dangerous challenge, the spread of misinformation. One of the most invisible yet most dangerous threats during crisis is misinformation. When panic spreads faster than facts, damage multiplies. People begin to ignore verified instructions and rely on rumors, false reports, speculations, and conspiracies don't just mislead. They actively obstruct emergency responses. We saw this repeatedly during early missile strikes. It wasn't just the physical damage we had to manage.

It was the digital noise, hundreds of messages, fake reports of chemical attacks, false alarms about infrastructure failures. In many cases, misinformation did more damage than the attack itself. Can anyone recall a moment during a crisis, be it local or global, when you weren't sure which information to trust? This is why crisis communication is, not as soft at all at infrastructure. If you are silent for even thirty minutes during an unfolding emergency, the information back on will be filled, usually by someone with no facts and low loud voice. Delay creates speculations. Rumors spread especially in private channels where governments are absent. And the longer you remain silent, the stronger disinformation becomes. There is one rule we have learned. If you don't speak, someone else will speak for you. So, how do we build trust when house dominates the channels?

At Key, we began, by making our commitments visible and real. Facing that reality, we had to define clearly what we stand for. Keep committing for five principles, every one of which is found foundational to real resilience. we designed every system to be human centered, not user centered, not customer centered, human centered, I emphasize. That means we ask, in the worst moment of their day, will this person know what to do, where to go, who to trust? civil protection is core, not an afterthought. digital inclusion. Resilience means no one is left out. Not the elderly, not, those without smartphones, not those with disabilities. we encourage every feature in democratic values. That includes transparency and accountability. And finally, we embrace data not for dashboards but to make a decision.

With this principle in place, we, then turned to implementation and nowhere is that more urgent than in communication technology. With those commitments, we reengineered how we communicate during emergency. We integrated a direct personalized, notification system in the municipal application, kube Digital. It doesn't just broadcast alerts, it send the right message to the right place at the right time. Imagine, there is an Israel strike warning. People in one district get a tailored notification. Other received shelter instruction. The system also works offline because when the power grid is down, continuity must not be. Targeted alerts, offline shelter maps, and context based news updates also allow us to reach people even when everything else falls. That's not only communication tool. It's a public safety tool. But what happens in the cities where those protocol don't exist or are incomplete?

What's more alarming is how rare this level of preparedness still is. Let's take an example from 2024, the flooding of Valencia, Spain. Satellite images show the dramatic before and after transformation of a major European city swallowed by water. Why is this relevant? Because even high capacity developed cities were unprepared for the scale and speed of this crisis. People receive notification, but they elect step by step guidance on what to do next. No specific instruction on where to seek shelter, how to assist vulnerable individuals, and how to coordinate with emergency services. The system informed, but it didn't empower. People didn't know what was coming, and that cost lives. The takeaway here is that resilience doesn't care about GDP. It rewards preparation, not status.

So what does actually resilience look like in practice? Let me give you hard numbers. Kyiv has gone through 1,649 error rate alerts in a single year. That's over 1,900 even imagine one thousand nine hundred fifteen hours of emergency conditions. Yet our alert system functioned under blackout conditions. Shelter maps were available even when the Internet was down. Instruction guides, for unpredictable events like chemical threats or infrastructure collapse were delivered, directly to users or often proactively. We didn't rely on people to see to search for answers. We brought the answer to them. That's the shift we are talking about from reactive to anticipatory. If you had to define your cities, number one principle in crisis managing management, what would it be? Safety, speed, or transparency? Think about it. Indeed, tech, also doesn't, build resilience. People do. In Kyiv, digital tool have become platform for e democracy.

Citizens will vote on budgets, submit petitions, and engage in shaping, the environment. When people feel heard, they stay engaged even in crisis. That kind of civil trust is not just a democratic ideal. It's a practical asset in resilient management. If residents trust you, they will follow your errors. If they don't, they will ignore them. That's simple. And when people take part in decision, they feel responsible for the results. They care more. They help more. This shared responsibility makes the whole system stronger. It's not just the government working alone. It's the entire city working together. To reinform their trust, we turn to open data. Our city dashboards visualize real time updates across transportation, energy, public safety, health care, education, and so on. Not words and spreadsheets, visualized, in ways any citizen can understand. This visibility builds a feedback loop. People stay informed, governments stay accountable, and resilience becomes shared projects, not a one way broadcast.

And when something goes wrong, like a power outage or blocked road of people and city workers can react quickly. The data helps everyone understand what's happening and what needs to be done. And, it's not just about showing information. It's about helping people act faster and smarter. So we see, continually, doesn't, emerge by accident. It's designed. It's tested. It's actively maintained under pressure. The next crisis will not ask ask us for permission. It will not wait until we are ready. The only question is where whether our systems or our societies have already prepared for its arrival. And, we are not, invisible, but we can be resilient. And with the right practices, the right tools, the most importantly, the right principles, continuity is not a hope. It's a strategy. Thanks. Thanks a lot. I'm ready to answer question. How, organized to okay. How can organized effective integration resilience planning into the mhmm. Mhmm.

To effectively add resilience planning into their business continuity frameworks, organization, need to shift from just reacting to problem to preparing for them ahead of the time. Here here's how we can do this. Understand the difference. The one, business continuity focuses on keeping operations running during a crisis. The one, I need mentioned about resilience, is about being ready for anything adapting and, bouncing back stronger. So resilience planning adds a long term proactive layer to traditional continuity plans. The one is identify I think it's in the maybe identify risk earlier. Look, at what could go wrong, like, cyberattacks, cyberattacks, supply chain disruption, or natural disasters. Use tools, like risk assessment and scenario planning to support weakness earlier. Build flexibility. It may be the one. Create system that can adapt. For example, make sure staff can work remotely if needed. Use cloud backups, multiply suppliers, and cross train employees.

And I think, it can be used technology and data. It's very important, to monitor a system in real time to catch issues earlier, use data to make better decision, and predict possible problems. Okay. The another one another question. Thanks for it. What ways can leader for the culture for the resilience ensuring the term? Okay. Leaders play a key role in, creating a culture that values resilience. When leadership focuses on resilience, teams become more prepared, adapted, and confident in facing unexpected challenges. To build this kind of culture, leaders must start, by leading, by example, showing calm flexibility and openness to, to change during difficult times. This sets a tone that others are likely to follow. Clear and constant communication is also vital.

Keeping teams informed helps reduce uncertainty and build trust, making people feel more secure and able to act effectively. And I think that's all. That's all question. I'm very appreciate for your, for this for this questions. And let's, contact in my LinkedIn. I will be I am very appreciate you, and I will be waiting for you in my account. Thank you.