Empowering Your Career Journey

The relationship between the global audience (or international community) and the media in protocol and festival/event management is a central element in the success of any event, especially those with an official or international character. What follows is a clear and comprehensive explanation of this relationship and how it is managed professionally:

1. The Role of Protocol in Managing Media Relations

Protocol is not just about ceremonial rules and hospitality; it is a comprehensive framework for shaping how an event appears to the world—and this is where the media plays a key role.

1. Controlling the public image of the event

• Protocol defines the official messages that can appear in the media.
• Coordination takes place with official spokespersons to unify the media narrative.

2. Managing the appearance of VIPs

• This includes determining their route in front of cameras, seating arrangements, and the timing of their statements.
• A proper media platform is prepared before their arrival to avoid any disorder.

3. Organising access to information

• Establishing a “media centre” within the festival.
• Providing press releases, official photos, and videos to avoid conflicting reports.

2. The Role of Media in Festivals and Events

The media is not just a transmitter of the event; it is a partner in shaping its image and expanding its reach.

1. Promotion and reputation-building

• The media contributes to building the event’s identity and delivering it to local and international audiences.
• Positive and professional coverage helps attract sponsors and guests.

2. Live coverage

• TV broadcasting, digital reporting, and livestreams on social media all increase the event’s value and exposure.

3. Managing public impressions

• Any protocol or organizational mistake could be reflected negatively through the media, which is why crisis-management plans are essential.

3. The Complementary Relationship Between Protocol and Media
4. Preparing a protocol–media plan before the event

This includes:

• The list of official spokespersons.
• Defined media coverage zones.
• Scheduled times for official statements.
• Clear movement guidelines for journalists in sensitive areas.

2. During the event

• Direct cooperation between the protocol team and the media team.
• Guiding cameras to document key moments in an organized way.
• Managing the appearance of VIPs and directing media according to agreed protocol.

3. After the event

• Issuing a final statement summarizing key outcomes.
• Sending official media materials to journalists.
• Monitoring coverage and analysing public impressions to improve future editions.

4. Challenges in Media Relations for Event Management

                1             Handling unexpected or negative coverage.

                2             Coordinating messages from multiple stakeholders.

                3             Preventing information leaks before official release.

                4             Providing a professional experience for journalists in crowded events.

5. Best Practices for Successful Protocol–Media Integration

• Creating a joint media–protocol plan from day one.
• Training staff on basic protocol behaviour in front of the media.
• Assigning both a Media Director and a Protocol Director to work in parallel.
• Providing dedicated media areas with all needed services (internet, lighting, audio).
• Preparing scenarios for potential media-related crises.

Effective protocol and events management is essential for businesses as it strengthens organisational reputation, builds trust with stakeholders, and ensures that every engagement—from corporate meetings to large-scale activations—reflects professionalism and strategic intent. By applying structured protocols, companies maintain consistency, cultural sensitivity, and clear communication, while strong event management enhances brand visibility, fosters meaningful relationships, and creates opportunities for collaboration and growth.

Together, these disciplines help businesses deliver polished experiences that reinforce credibility, support business objectives, and leave lasting positive impressions.

In today’s fast-paced business environment, continuous learning isn’t a luxury -  it is a necessity.  As organisations strive  to keep up with change, AI is stepping into the training and development (T&D) space, bringing new energy, efficiency, personalisation to how employees learn and grow.

Personalised Learning at Scale

One of AI’s most exciting contributions to T&D is its ability to deliver customised learning paths. Instead of one-size-fits-all training programs, AI can analyse performance data, skills gaps and learning preferences to recommend the right content to the right person at the right time — making development more relevant and engaging.

Real-Time Feedback and Coaching

AI-powered tools like chatbots and virtual coaches can now provide instant feedback, answer questions, and simulate real-world scenarios. Employees can practice new skills in a safe, low-pressure environment while receiving guidance — without waiting for a manager or trainer to be available.

Data-Driven Insights for L&D Teams

AI helps learning and development teams make better decisions by analysing participation, engagement, and performance metrics. This allows for continuous improvement of programs and clearer ROI on training initiatives.

Upskilling for the Future

With rapid technological change, upskilling and reskilling are critical. AI can help identify future skill needs, assess current competencies, and suggest training interventions, ensuring the workforce is always prepared for what’s next.

A New Era of Learning

AI doesn’t replace human learning professionals — it empowers them. By taking over administrative tasks, analysing data, and delivering personalized content, AI allows L&D teams to focus more on strategy, culture, and the human side of growth.

Conclusion:

AI is not just a tool; it’s a partner in developing people. For organizations willing to embrace it thoughtfully, AI can elevate training from a checkbox activity to a powerful engine of performance, engagement, and transformation

In 2024, the proved crude oil reserves of the member states of the Organisation of the Arab Petroleum Exporting Countries (OAPEC) reached 713.4 billion barrels.  This figure represents 53% of  the global total, which is estimated at 1,346 billion barrels.  This information was presented by the Secretary-General of OAPEC, Jamal Issa Al-Loughani, during his annual report.

The report estimates that crude oil production among OAPEC member states in 2024 will be approximately 21.6 million barrels per day, accounting for about 24% of the global production total, which is approximately 88.7 million barrels per day.

Furthermore, Al-Loughani indicated that the natural gas reserves of these member  states amount to approximately 55.7 trillion cubic meters, representing 26% of the global total, estimated at around 213.8 trillion cubic meters.  The marketed natural gas production in these states, excluding re-injected and flared quantities, is approximately 561 billion cubic meters, equivalent to 14% of the global total.

In terms of exports, natural gas shipments from  OAPEC member states reached approximately 185.9 billion cubic meters, which constitutes 16.3% of t he global total.  The report also confirms that the nominal production capacity is liquefied natural gas (LNG) reached 120.3 million tons annually by the end of 2024, representing 24.6% of global production capacity.

Al-Loughani further highlighted the refining sector, noting that the number of refineries in member states has reached 54, with a combined refining capacity of 10.47 million barrels per day.  This capacity constitutes 10.9% of the global refining capacity, which stands at 96.23 million barrels per day.

Regarding renewable energy, the installed wind energy capacity in the Arab countries is estimated at about 5.2 gigawatts, representing only 0.5% of the global total.  Additionally, installed solar energy capacities in the Arab world have surpassed 17 gigawatts, accounting for 1.1% of the global total, as stated by Secretary-General.

The report also examines the geopolitical influences impacting oil trade, which have prompted certain countries to adjust their export strategies.  It highlights a decline in demand from  China and a slowdown in industrial activity in Europe as significant factors.

Al-Loughani explained that  the deceleration in global oil demand growth reflects a broader decline in economic growth, particularly in China, the world’s largest oil importer.  This has been exacerbated by weak fuel demand and the rising sales of electric vehicles.

Furthermore, Al-Loughani noted that weak manufacturing date in Europe, along with above-average hurricane activity disrupting energy infrastructure in USA, have also contributed to these challenges.

Despite there obstacles, Al-Loughani asserts that the decisions made by the OPEC+ alliance to extend production cuts have played a crucial role in promoting balance and stability within the market.  He characterised these policies as proactive and flexible, effectively mitigating the effects of significant market fluctuations.