This presentation explores the management of international transfer of data: complex rules/selection of a transfer strategy and existing tools. The security of personal data is critical and subject to public scrutiny: this presentation looks at examples of data breaches/best practices. Plus how to anticipate the new EU data protection framework requirements.
Why the Private Sector is Key to Cyber DefenceGareth Niblett
Presentation made at Cyber Defence 2010 (National Security in a Borderless World), in Tallinn, Estonia on 17th May 2010, covering "Why the Private Sector is Key to Cyber Defence".
Privacy And Security Laws For Sm And Lbs (110120)JNicholson
Presentation to the Digital Privacy Forum on "Privacy and Security Laws for Social Media and Location-Based Services" 20 Jan 2011, New Yorker Hotel, NYC
Global Mobility & HR Agility: How Paragon Offshore is Solving Two Major HR Ch...WorkforceNEXT
Presentation given by Paulo Calderon - HRIS Manager, Paragon Offshore at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
Why the Private Sector is Key to Cyber DefenceGareth Niblett
Presentation made at Cyber Defence 2010 (National Security in a Borderless World), in Tallinn, Estonia on 17th May 2010, covering "Why the Private Sector is Key to Cyber Defence".
Privacy And Security Laws For Sm And Lbs (110120)JNicholson
Presentation to the Digital Privacy Forum on "Privacy and Security Laws for Social Media and Location-Based Services" 20 Jan 2011, New Yorker Hotel, NYC
Global Mobility & HR Agility: How Paragon Offshore is Solving Two Major HR Ch...WorkforceNEXT
Presentation given by Paulo Calderon - HRIS Manager, Paragon Offshore at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
The Presentation was presented by Dr. Robert Sutor, Vice President, IBM Mobile Platform at the Mobile World Congress 2012 at Barcelona, earlier this year. It has illustrations of IBM’s Mobile Strategy along with details on Worklight, IBM’s latest acquisition.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
We've all caught some of the hype around "agile" and most have at least heard (if not directly seen) its benefits. In this presentation, we are going to dive deep into one key aspect - Continual Learning. We'll discuss how it has become a staple for our modern day technical careers; how if you aren't growing, adapting, and evolving, then you're stagnating and how eventually you won't outgrow your job - it will outgrow you. We'll then investigate the factors of Learning Agility and explore ways that we can use it to help us not just survive, but thrive in our current environments.
European Trends in Travel Risk Management 2015FERMA
FERMA and International SOS outline risk and insurance managers’ responsibilities to travelling employees and expats
Managing health, safety and security risks to workers on international travel and assignment is the subject of a new paper from the Federation of European Risk Management Associations (FERMA) and International SOS, the world’s leading medical and travel security risk services company.
A survey earlier this year led by FERMA and International SOS, confirms that Travel Risk Management is on the agenda for 79% of the risk and insurance managers polled. FERMA and International SOS have, therefore, developed the paper to help risk and insurance managers better understand their responsibilities towards work-related international travel and assignments.
The document identifies the Risk Manager as a pivotal influencer in evaluating effective Travel Risk Management solutions. As noted in the paper: “The risk manager’s holistic perception of the medical, security and insurance aspects is critical to considering efficient solutions and practical responses to any situation an organisation might face when sending workers abroad.”
HR Strategies for Small & Medium Sized BusinessesThain Lin Tay
HR Strategies for small and medium sized businesses (SMB/SME) in today's talent scarce and high mobility environment. A keynote address delivered at this year's Association of SMEs Business Symposium Event, Concorde Hotel, Singapore.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Talk by Polina Zvyagina, Airbnb (San Francisco), at Stanford Engineering on February 25 2019, Session #6: 'Growing ‘Bitcoin Cities’ Across the Globe from Slovenia || GDPR Compliance Case Study || EU Digital Economy Policy'.
Website: http://www.StanfordEuropreneurs.org
YouTube Channel: https://www.youtube.com/user/StanfordEuropreneurs
Twitter: @Europreneurs
The Presentation was presented by Dr. Robert Sutor, Vice President, IBM Mobile Platform at the Mobile World Congress 2012 at Barcelona, earlier this year. It has illustrations of IBM’s Mobile Strategy along with details on Worklight, IBM’s latest acquisition.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
We've all caught some of the hype around "agile" and most have at least heard (if not directly seen) its benefits. In this presentation, we are going to dive deep into one key aspect - Continual Learning. We'll discuss how it has become a staple for our modern day technical careers; how if you aren't growing, adapting, and evolving, then you're stagnating and how eventually you won't outgrow your job - it will outgrow you. We'll then investigate the factors of Learning Agility and explore ways that we can use it to help us not just survive, but thrive in our current environments.
European Trends in Travel Risk Management 2015FERMA
FERMA and International SOS outline risk and insurance managers’ responsibilities to travelling employees and expats
Managing health, safety and security risks to workers on international travel and assignment is the subject of a new paper from the Federation of European Risk Management Associations (FERMA) and International SOS, the world’s leading medical and travel security risk services company.
A survey earlier this year led by FERMA and International SOS, confirms that Travel Risk Management is on the agenda for 79% of the risk and insurance managers polled. FERMA and International SOS have, therefore, developed the paper to help risk and insurance managers better understand their responsibilities towards work-related international travel and assignments.
The document identifies the Risk Manager as a pivotal influencer in evaluating effective Travel Risk Management solutions. As noted in the paper: “The risk manager’s holistic perception of the medical, security and insurance aspects is critical to considering efficient solutions and practical responses to any situation an organisation might face when sending workers abroad.”
HR Strategies for Small & Medium Sized BusinessesThain Lin Tay
HR Strategies for small and medium sized businesses (SMB/SME) in today's talent scarce and high mobility environment. A keynote address delivered at this year's Association of SMEs Business Symposium Event, Concorde Hotel, Singapore.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Talk by Polina Zvyagina, Airbnb (San Francisco), at Stanford Engineering on February 25 2019, Session #6: 'Growing ‘Bitcoin Cities’ Across the Globe from Slovenia || GDPR Compliance Case Study || EU Digital Economy Policy'.
Website: http://www.StanfordEuropreneurs.org
YouTube Channel: https://www.youtube.com/user/StanfordEuropreneurs
Twitter: @Europreneurs
DATA PROTECTION REGULATIONS AND INTERNATIONAL DATA FLOWS: IMPLICATIONS FOR TR...Ira Kristina Lumban Tobing
This study is a timely contribution to our understanding of how data protection regulations and international data flows affect international trade. It reviews the experience in different parts of the world and of different stakeholders. The study identifies key concerns that data protection and privacy legislation need to address. It also examines the present patchwork of global, regional and national frameworks to seek common ground and identify areas where different approaches tend to diverge. The last part of the study considers possible future policy options, taking the concerns of all stakeholders into account.
Applying Data Privacy Techniques on Published Data in UgandaKato Mivule
Kato Mivule, Claude Turner, "Applying Data Privacy Techniques on Published Data in Uganda", Proceedings of the 2012 International Conference on e-Learning, e-Business, Enterprise Information Systems, and e-Government (EEE 2012), Pages 110-115, Las Vegas, NV, USA.
EY Human Capital Conference 2012: Managing global mobility risk - Is cost the...EY
A definition of “business risk”; risk management in leading organizations; global mobility risk; the General Electric's risk management environment; global mobility risk — current themes and trends; General Electric global mobility services; how General Electric manages the risks that matter; conclusion — is cost the barrier?
USA and Europe (EU) do have a different way of looking into privacy. This PPT is about who is responsible and what kind of rules are in place. This is a A Medved Consultants LLC Presentation. This may not be considered as a legal advice.
The new regime relating to mandatory notification for data breaches came into effect on 22 February, 2018. Organisations that are subject to the Privacy Act 1988 must now notify the Office of the Australian Information Commissioner and affected individuals where an 'eligible data breach' has occurred.
User Privacy or Cyber Sovereignty Freedom House Special Report 2020MYO AUNG Myanmar
https://freedomhouse.org/report/special-report/2020/user-privacy-or-cyber-sovereignty?utm_source=Newsletter&utm_medium=Email&utm_campaign=SPOTLIGHTFRDM_072720
Special Report 2020
User Privacy or Cyber Sovereignty?
Assessing the human rights implications of data localization
WRITTEN BY-Adrian Shahbaz-Allie Funk-Andrea Hackl
https://freedomhouse.org/sites/default/files/2020-07/FINAL_Data_Localization_human_rights_07232020.pdf
USER PRIVACY OR CYBER SOVEREIGNTY?
Assessing the human rights implications of data localization
EY Human Capital Conference 2012: Immigration - what you need to know nowEY
Global employee mobility – this presentation covers the global environment for immigration and global immigration trends plus an overview of the current polices and immigration laws in Europe, the Middle East and Northern Africa, and the Americas.
Exploring Data Privacy - SQL Saturday Louisville 2011John Magnabosco
This is the slide deck from the presentation given at SQL Saturday event in Louisville, October 2011. A modified version of this presentation was given at the Indianapolis SQL Saturday in May 2011.
Assessing Risk: How Organizations Can Proactively Manage Privacy RiskTrustArc
In today’s uncertain environment, organizations are regularly confronting new and evolving risks. Data-related risks can stand alone or converge with other enterprise risks, such as third party risk, regulatory compliance risk - such as CCPA and GDPR, security risk, operational and financial risks.
Identifying, understanding, managing, and reporting on data risks across the organization is a critical part of an integrated data governance strategy and essential to enterprise risk management. Organizations that have continuous insights into their evolving risks are able to focus resources on the highest areas of risk and prioritize risk mitigation strategies and plans.
This webinar will review: risk management & privacy, 3rd party vendor risks in today’s climate, top considerations to focus resources on highest areas of risk, risk reporting to management and the board; and the tools & best practices to manage, automate and continuously monitor both company and third-party risk.
OVERVIEW OF NIGERIA DATA PROTECTION ACT 2014UsmanMAmeer
This slide dive into Nigeria Data Protection Act 2014 to understand the right and roles of people that deals with Data, from Data Subject, Data Protection Officer to Data Compliance Officers.
Similar to EY Human Capital Conference 2012: Global HR - Data privacy and global mobility (20)
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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3. Presenters
► Fabrice Naftalski ► Dr. Peter Katko
► Ernst & Young Société d’Avocats ► Ernst & Young Law GmbH
► Attorney at Law/Partner ► Attorney/Partner
► Head of IP/IT Law ► Head of IP/IT Law
► fabrice.naftalski@ey-avocats.com ► peter.katko@de.ey.com
► EuroPriSe legal expert and CIPP/E ► EuroPriSe legal expert
Page 3 Data privacy and global mobility
4. Agenda
► Data privacy in g
p y global mobility
y
► Focus 1: Management of international transfer of data:
complex rules/selection of a transfer strategy and existing
tools
► Focus 2: Security of personal data is critical and subject
to public scrutiny: examples of data breaches/best
practices
ti
► What’s next: How to anticipate the new EU data
protection framework requirements
Page 4 Data privacy and global mobility
5. Data privacy in global mobility
Page 5 Data privacy and global mobility
6. Global mobility triggers recurrent and
important personal data transfers
► International assignments involve various flows of
g
personal data*, subject to data protection regulation:
► Name, gender, address, identification card number, residence
permit number, nationality, passport number, family situation,
phone number, educational background and career experience
related data, record of performance evaluation related data, etc.
► Specific data privacy aspects related to mobility
programs:
► Processing of the data of expatriated employees
► Management of the data flows and international transfers between
the group companies
*Information that can be used to identify, contact or locate a natural person or can be linked to other sources to identify this i di id l
*I f ti th t b d t id tif t t l t t l b li k d t th t id tif thi individual.
Page 6 Data privacy and global mobility
7. Rationale for data protection
► Human rights law:
g
► Universal Declaration of Human Rights
► European Convention on Human Rights
► Charter of Fundamental Rights from 7 December 2000
► National constitutions
► EU directive
di ti
► OECD guidelines
► Consumer and security regulation (US)
C d it l ti
► Asia Pacific Economic Cooperation (APEC) framework
Page 7 Data privacy and global mobility
8. Global trend towards more data privacy
regulation
South Korea:
► Act on the
Protection of
Personal
Data 2011)
Philippines:
► Bill on data
protection
US:
based on EU-
► Consumer Privacy directive 95/46
Bill of Rights (March 2012)
► FTC ► Bill is supposed
recommendations on to d
t reduce ththe
privacy on the concerns
internet regarding an
India: outsourcing to
Costa Rica and
Colombia: ► Strives to become a Philippine
y
safe third country p
companies
► Data protection
legislation based on ► New Data Protection
the 1995 EU Data Act (regarding
Protection IT-topics) in 2011
Directive
Peru:
P Brazil:
► New Data Protection Act ► Work in progress: Data Australia and Hong Kong:
(2011) inspired by the Protection Act based on ► Intend to strengthen data
Spanish Data Protection Act the EU-directive New Zealand:
protection
and the APEC (Asia-Pacific ► Safe third country
Economic Cooperation)
Privacy Framework
Page 8 Data privacy and global mobility
9. Data privacy in the US
US-Consumer Privacy Bill of Rights
y g
► Self-commitment:
► Catalog of rights regarding consumer data protection
► Catalog of rights leads to a better protection of consumers’
privacy on the world wide web
► Goal: contribution to the improvement of the international
“interoperability” a d add t o s to t e Sa e Harbor Agreement
te ope ab ty and additions the Safe a bo g ee e t
with the EU
► Better recognition of the mutual data protection standards
► Enforcement by the F d l T d C
E f b h Federal Trade Commission (FTC)
i i
Page 9 Data privacy and global mobility
10. EU framework to protect personal data
► Legal framework in Europe:
► EU Law (Personal Data Protection Directive 95/46 and Privacy Directive
2002/58)
► Local data protection laws corresponding to Member States implementation
p p g p
► Article 29 Working Party group and National Data Protection Regulator’s soft
law
► Data protection regulators:
► Authorize certain data processing and transfers outside the EU/EEA
► Control compliance with data protection law
► Sanction breaches of th l
S ti b h f the law
► Act also as "jurisdiction" in certain countries
► Sanctions for the violation of data protection legislation:
p g
► Criminal sanctions
► Administrative sanctions including monetary penalties
► Damage to the image of the company
Page 10 Data privacy and global mobility
11. Overview of requirements and sanctions
Main EU data protection principles to comply with
p p p py
Legal basis to All personal data must:
process
Personal/
sensitive data Be processed fairly and lawfully
1
Be obtained for only one or more specified and lawful
Information
I f ti 2 purposes
Transfer
obligation
requirements
Be adequate, relevant and not excessive
3
Be accurate and kept up to date
4
Be kept no longer than necessary
5
Data subject Security Be processed in accordance with the identifiable person’s
rights measures 6 rights
Be kept secure
7
Filing
requirements Not be transferred to third parties outside of the European
8 Economic Area (EEA), unless certain conditions are met
Page 11 Data privacy and global mobility
12. Why is data privacy compliance critical when
monitoring mobility programs?
► Because organizations are more complex and global,
g p g ,
data is no more static and hosted in one place:
► Security of data is more challenging
► International data flows are more numerous
► Because employees’ data is a strategic and very
sensitive asset
iti t
► In this context, maintaining a secure and compliant
environment is a growing challenge
Page 12 Data privacy and global mobility
13. Focus 1: Management of international transfer
of data
Page 13 Data privacy and global mobility
14. Management of international transfer of data
under European Union law
► Transfer between group entities:
► Considered as a disclosure by transmission even within one Member State
► Subject to justification (need of employment, intra-group outsourcing, group
interest)
► EU Directive 95/46 was the first international instrument dealing with the
issue of the transfers of personal data to third countries:
► One stated objective of the Directive is to allow the free flow of personal data
between Member States, based on agreed-upon principles of personal data
protection
► At the same time, transfers of personal data to third countries require special
consideration
► Applicability of EU law:
► Transfer differs from mere transit. Therefore, personal data may be routed
through a third country without considering thi operation as a t
th h thi d t ith t id i this ti transfer if no
f
substantive processing operation is conducted on the data in the third country
► It involves hosting but also mere access from non-EU countries to data hosted
in the EU
Page 14 Data privacy and global mobility
15. Complex rules for the management of
international transfer of data
► EU general principles regarding data transfers:
► The data controller may not transfer personal data to a state that is not a
Member State of the EU if this state does not provide a sufficient level of
p
protection of individuals’ p
privacy, liberties and fundamental rights.
y, g
► If a third country has enacted a generally applicable privacy law that the
European Commission deems “adequate,” the country is eligible to receive
personal data from Europe (Switzerland, Isle of Man, Canada, Argentina,
Israel, Uruguay, S Switzerland, GGuernsey, European Economic Area countries) )
► If not, the following legal tools must be implemented to transfer personal data
from Europe, not country-by-country, but company-by-company:
► S f H b
Safe Harbor
► Standard contractual clauses of the EC
► Binding corporate rules
Page 15 Data privacy and global mobility
16. Strategies for international transfer of
personal data
► Lack of a so-called group privilege (often criticized by companies):
► Data exchange between affiliates is regulated under data protection laws
as a transfer between third parties
► The strategy to adopt should be determined regarding the
specificities of the company and its activity (size of the company,
number and locations of affiliates and processor, etc.):
► The EU standard contractual clauses export European principles
concerning the processing of personal data to all companies receiving the
data + : “ready-to-be-signed”
- : potentially numerous contracts to be concluded
► In th
I the case of US companies, they can agree to comply with d t
f i th t l ith data
protection laws on the European model as part of Safe Harbor self-
certification process + : self-certification process
- : only for US companies; liability before the FTC
► Important groups, in consultation with the data protection regulatory
I t t i lt ti ith th d t t ti l t
agencies, can adopt Binding Corporate Rules (BCRs) to facilitate
transfers between all entities within the group
+ : cover all data transfers within a group
- : implementation process may be complex
Page 16 Data privacy and global mobility
17. Management of international transfers of data
Focus on the BCRs
► Definition of the BCRs:
► BCRs are a set of internal guidelines, similar to a Code of Conduct, that
establishes policies for transferring personal information within the
organization and across international boundaries.
g
► BCRs benefits:
► Elimination of contracts for each transfer
► Mitigation f i k f
Miti ti of risks from data transfers to third countries
d t t f t thi d ti
► Consistency in data protection strategies and practices within the
organization
► In-house awareness of privacy issues
► A way to achieve accountability within the organization
► Implementing BCRs Circulate
Close the
EU
Designate Draft
BCRs to cooperation
a lead BCRs
relevants procedure/
DPA procedure
DPA implement
BCRs
Page 17 Data privacy and global mobility
18. Focus 2: Security of personal data is critical and
subject to public scrutiny
Page 18 Data privacy and global mobility
19. Security of personal data
Elements of context
► A highly p
g y publicized issue:
► ABC Corporation:
► External intrusion in the PlayStation Network:
► Data from approximately 77 million accounts were stolen
► Several legal actions have been engaged against ABC Corporation
► Loss of trust/damage to the image of the company
► Impressive fall in the share price
Page 19 Data privacy and global mobility
20. Security of personal data
Elements of context
► Focus on HR data:
► External intrusion:
► The “hacktivist” group called Anonymous succeeded into obtaining
and publishing a d t b
d bli hi database containing th emails and other material
t i i the il d th t i l
related to a big pharma’s employees
► Internal mistake:
► The HR of Company B accidently sent an email to 300 employees
revealing wage levels, proposed increases and comments of HR
services concerning the evaluation of the employees
Page 20 Data privacy and global mobility
21. Security of personal data
Technical and legal leading p
g g practices
► IT risk has privacy implications:
p y p
► More and more countries have or are adopting data privacy
regulations with strong security requirements:
► In th EU
I the EU, certain countries such as S i It l P t
t i ti h Spain, Italy, Portugal, G
l Germany
are very demanding in terms of security
► In the past years Mexico enacted a comprehensive privacy law such
as South Korea, Peru, Colombia or Costa Rica
► In 2011, India enacted a controversial new privacy regulation
► Breach notification requirements are emerging in many countries from
q g g y
Latin America (Brazil, Uruguay and Mexico) to Europe (draft
regulation) and Japan in the Asia-Pacific region
► Regulators will always be in a position of having to react to the
challenges new technologies present
Page 21 Data privacy and global mobility
22. Security of personal data
Technical and legal leading p
g g practices
► Questions to consider:
► Does your network architecture design route data from different countries
to a central location?
► Do you have a good knowledge of data privacy regulations in the
countries where expatriates are located or where their data is processed?
► Have the privacy regulations in the jurisdictions in which you operate
changed in the last years?
► If you outsource to countries with new or updated privacy regulations,
have you considered what impact that may have on your business in
these countries?
► If you are transferring data to countries with new or updated regulations,
have you considered the impact of those regulations on your local or
expatriated employees?
► Have you identified solutions to address compliance needs and limit the
risk of inappropriate access and exposure of personal information across
the organization?
Page 22 Data privacy and global mobility
23. Security of personal data
Technical and legal leading p
g g practices
► Tools to address compliance needs and IT risks:
p
► Cartography of security requirements in local data protection laws
► Accountability within the organization
► Improve internal monitoring and identify privacy professionals
within the organization
► Organize security and privacy audits on a regular basis
► Set up privacy impact assessment/privacy by design
► Reinforce employees’ awareness (internal policies and training of
the employees)
► Secure contractual relationship with processors
Page 23 Data privacy and global mobility
24. What’s next: How to anticipate the new EU data
protection framework requirements
Page 24 Data privacy and global mobility
25. Illustrations of the main changes provided
by the new EU regulation currently in draft version
y g y
► Increased responsibility and accountability for those processing personal data:
► Breach notifications
► Application of EU rules to companies active in the EU market (even if not established in the EU)
► “Principle of accountability”
► Obligation to appoint Data Privacy Officers
► New obligations applicable to data processors
► Simplification:
► A “one-stop-shop” for data protection: only one set of data protection rules valid across the EU
one stop shop
and one responsible data protection authority — the national authority of the Member State in
which the company has its main establishment
► Right to be foregotten
► Maximum penalty of 2% of the groupwide annual turnover
► New rules regarding transfer to third countries, consistency mechanism, role of the EC,
European Data Protection Board, supervisory authorities, etc.
► Still open f national rules on privacy i employments
for ti l l i in l t
► Still no group privilege but promotion of BCRs
Page 25 Data privacy and global mobility
26. How to anticipate the new EU data protection
framework requirements
► Practical steps to comply:
p py
► Perform a privacy audits and regular privacy impact assessment
► Perform regular training
► Appoint a data protection officer
► Implement BCRs to meet transfer and future accountability
requirements
► Stay aware of developments
Page 26 Data privacy and global mobility