Strategy and Expected Impact Sample Clauses

Strategy and Expected Impact. Small- and medium sized enterprises (SMEs, or SMBs – small- and medium-sized businesses) are the backbone of the European economy. They are central to the Digital Single Market strategy as a means to revitalise the economy, by enabling all types of businesses to go digital and operate across borders more easily and cost effectively. Strategy: Engage extensively with small- and medium-sized enterprises (SMEs/SMBs) as the backbone of the European economy. This group plays a central role in the European digital single market connecting over 500 million customers, helping to revitalise the economy by enabling all types of businesses to become digital and operate across borders more easily and cost effectively. WISER will allow SMEs to adopt a cyber-secure strategy at affordable costs. This group also represents an important source for rollout to other verticals. The evolving small business landscape Since the submission of D8.4, XXXXX has identified another important group of firms within the EU SME sector, namely Fintech companies (finance + technology). The DG CNECT Cloud Security Workshop (March 201617) specifically called upon industry and research stakeholders to facilitate these small companies because they lack the very human and financial resources, and IT security expertise they need for an effective risk management at levels similar to larger Financial Service and Insurance counterparts. The growing Fintech ecosystem is expected to continue building partnerships with banks and other financial institutions while extending its digital disruption into new categories like insurance18, making it a natural choice as a WISER target audience. XXXXX therefore has a clear role to play in facilitating the uptake of effective cyber risk management while helping to nourish a risk assessment culture across the business community. Expected impact:  Typical size: Estimated number of SMEs in the European Union: 23 million (99/100 businesses). 9 out of 10 companies are micros (less than 10 employees – 29%), whereas small firms with between 10 and 49 employees represent 21% and 17% have between 50 and 249 employees19. SMEs employ 2 in every 3 employees and on average produce 58 cents/euro. In recent years, they have helped create around 80% of new jobs.  Bloodline for the EU economy: An increasing number of these businesses are becoming digital20, prone to cyber risks, and therefore requiring even the most basic risk management tools. There are 4 million self-employe...
Sample 1
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Strategy and Expected Impact. Strategy: Engage with representatives from large companies across diverse sectors, encouraging the uptake of WISER tools and services, educating C-Suite executives on industry best practices and compliance with new EU regulations. This group also represents an important source for rollout to other verticals. Specific targets include  C-Level executives, especially chief information security officer (#CISO), chief information and technology officers (CIO/CTOs) that represent the main IT decision makers, but also chief executive and financial officers (CEO/CFOs) to encourage businesses to pursue a corporate approach (aka “joined-up” approach) to cyber security risk management across different market sectors.  Industry influencers, experts on privacy and security, cloud service providers and owners of other critical infrastructures. Expected impact: A widely recognised challenge for large company is the adoption of a holistic, boardroom approach to cyber risk management. Recent data shows that corporate directors are not sufficiently informed about cyber risks and incidents (FTSE Cyber Governance Health Check survey, KPMG, May 201622). Companies need to collaboratively work towards flexible and agile responses in an evolving threat landscape in order to reduce the likelihood of losing money, data and consumer confidence due to cyber-attacks. Herein lies an important opportunity for WISER to rollout to market a complete suite of services that not only increase cyber resilience but also increase knowledge about the business impact of cyber incidents. While the CyberWISER Light service represents a possible initial step towards improved cyber risk management, this group can significantly benefit from the CyberWISER Essential and CyberWISER Plus.
Sample 1
Strategy and Expected Impact. Strategy: Provide tools and services to help public sector organisations improve cyber resilience in the face of new threats. Educate public sector organisations on new cyber threats affecting them and engage with representatives from this target group through the relevant EAPs, scientific media channels and events. Through Task 8.5 (Socio-economic impact tool development), WISER seeks practical responses to the impacts of cyber incidents by helping SMEs and small teams in public administration assess the likely effects of a cyber incidental from an economic and sociological perspective. To achieve this goal, WISER has developed a Socio-economic Impact Assessment Tool (CW-SEIT). Expected impact: XXXXX has dedicated effort in lowering the entry barrier to cyber risk management for SMEs and small IT teams in the public sector. The aim is to demonstrate that cyber security does not have to be excessively time consuming or complex. Several new tools follow the WISER “light” approach, such as CyberWISER Light and the Socio-economic Impact Assessment Tool, in enabling SMEs and small IT teams within public administration who are not IT or cyber-savvy to overcome time and financial constraints.
Sample 1
Strategy and Expected Impact. The revised strategy since D8.5 is the result of year one engagement with public and private sector stakeholders, highlighting challenges around the implementation of new EU regulations and the need to improve knowledge sharing on cyber security best practices across different market sectors23. WISER will now adopt a 3-tier approach to its engagement with policy stakeholders in EU and internationally:
Sample 1
Strategy and Expected Impact. Today, most of our lives, from communication to commerce, fundamentally depend on the Internet. The cyber security issues that result challenge almost everyone but most of all they affect individuals. Individuals face new threats to their online and mobile devices, privacy and money, either directly or indirectly through cyber attacks on service providers. European citizens therefore have to know and trust that the systems underpinning digital services are safe and secure and have to be properly educated about how to protect themselves online. Despite the increasingly public nature of cyber attacks on people and businesses, still majority of European citizens and employees are lacking skills to tackle cyber risks. Strategy: in the mid-term, deliver up to speed security messages, explaining implications for European citizens and best practices easier to follow. Expected Impact: Creating a culture of cyber awareness across all sectors of society with practical advice on defending individuals from cyber risks.
Sample 1

Related to Strategy and Expected Impact

  • Expected Outcomes The educational goals and objectives for improving student achievement, including how much academic improvement students are expected to show each year, how student progress and performance will be evaluated and the specific results to be attained, as described in Section 5a of the application: Student Performance, Assessment and Evaluation.

  • Expected Outcome With this waiver, the school will be able to implement its program and evaluate its teachers in accordance with its Performance Appraisal System, which is designed to produce greater accountability and be consistent with the school’s goals and objectives. This will benefit staff members as well as students and the community. Non-Automatic Waivers: Statute Description and Rationale and Replacement Plan

  • Adverse Weather Shall be only weather that satisfies all of the following conditions: (1) unusually severe precipitation, sleet, snow, hail, or extreme temperature or air conditions in excess of the norm for the location and time of year it occurred based on the closest weather station data averaged over the past five years, (2) that is unanticipated and would cause unsafe work conditions and/or is unsuitable for scheduled work that should not be performed during inclement weather (i.e., exterior finishes), and (3) at the Project.

  • Knowledge and Experience Buyer has such knowledge and experience in financial and business matters that it is capable of evaluating the merits and risks of the investment in the Securities.

  • Justification and Anticipated Results The Privacy Act requires that each matching agreement specify the justification for the program and the anticipated results, including a specific estimate of any savings. 5 U.S.C. § 552a(o)(1)(B).

  • Expected Results VA’s agreement with DoD to provide educational assistance is a statutory requirement of Chapter 1606, Title 10, U.S.C., Chapter 1607, Title 10, U.S.C., Chapter 30, Title 38, U.S.C. and Chapter 33, Title 38, U.S.C (Post-9/11 GI Xxxx). These laws require VA to make payments to eligible veterans, service members, guard, reservist, and family members under the transfer of entitlement provisions. The responsibility of determining basic eligibility for Chapter 1606 is placed on the DoD. The responsibility of determining basic eligibility for Chapter 30 and Chapter 33 is placed on VA, while the responsibility of providing initial eligibility data for Chapter 30 and Chapter 33 is placed on DoD. Thus, the two agencies must exchange data to ensure that VA makes payments only to those who are eligible for a program. Without an exchange of enrollment and eligibility data, VA would not be able to establish or verify applicant and recipient eligibility for the programs. Subject to the due process requirements, set forth in Article VII.B.1., 38 U.S.C. §3684A, VA may suspend, terminate, or make a final denial of any financial assistance on the basis of data produced by a computer matching program with DoD. To minimize administrative costs of implementation of the law and to maximize the service to the veteran or service member, a system of data exchanges and subsequent computer matching programs was developed. The purposes of the computer matching programs are to minimize the costs of administering the Xxxxxxxxxx GI Xxxx — Active Duty, the Xxxxxxxxxx GI Xxxx — Selected Reserve, Reserve Educational Assistance Program, and the Post-9/11 GI Xxxx program; facilitate accurate payment to eligible veterans or service members training under the Chapter of the Xxxxxxxxxx GI Xxxx — Active Duty, the Xxxxxxxxxx GI Xxxx — Selected Reserve, Reserve Educational Assistance Program, and the Post-9/11 GI Xxxx program; and to avoid payment to those who lose eligibility. The current automated systems, both at VA and DoD, have been developed over the last twenty-two years. The systems were specifically designed to utilize computer matching in transferring enrollment and eligibility data to facilitate accurate payments and avoid incorrect payments. The source agency, DMDC, stores eligibility data on its computer based system of record. The cost of providing this data to VA electronically are minimal when compared to the cost DMDC would incur if the data were forwarded to VA in a hard-copy manner. By comparing records electronically, VA avoids the personnel costs of inputting data manually as well as the storage costs of the DMDC documents. This results in a VA estimated annual savings of $26,724,091 to VA in mailing and data entry costs. DoD reported an estimated annual savings of $12,350,000. A cost-benefit analysis is at Attachment 1. In the 32 years since the inception of the Chapter 30 program, the cost savings of using computer matching to administer the benefit payments for these educational assistance programs have remained significant. The implementation of Chapter 33 has impacted the Chapter 30 program over the past 8 years (fiscal year 2010 through fiscal year 2017). Statistics show a decrease of 23 percent in the number of persons who ultimately use Chapter 30 from fiscal year 2015 to 2016. The number of persons who use Chapter 33 has consistently been above 700,000 in the past four years. VA foresees continued cost savings due to the number of persons eligible for the education programs.‌

  • Internal Investigations (A) The parties recognize that Florida Highway Patrol personnel occupy a special place in American society. Therefore, it is understood that the state has the right to expect that a professional standard of conduct be adhered to by all Florida Highway Patrol personnel regardless of rank or assignment. Since internal investigations may be undertaken to inquire into complaints of Florida Highway Patrol misconduct, the state reserves the right to conduct such investigations to uncover the facts in each case, but expressly agrees to carefully guard and protect the rights and dignity of accused personnel. In the course of an internal investigation, the investigative methods employed will be consistent with the law (including but not limited to section 112.532, Florida Statutes) and this agreement; nothing in this agreement, however, shall be deemed to diminish the rights of employees under applicable law.

  • Education and Experience ▪ Secondary School Honour Graduation, plus a minimum of 13 years' pertinent experience or the equivalent in experience, additional education and/or training; OR ▪ Graduation from a recognized institute of advanced technology, or equivalent formal education, and a minimum of nine years' pertinent technological experience.

  • Professional Development; Adverse Consequences of School Exclusion; Student Behavior The Board President or Superintendent, or their designees, will make reasonable efforts to provide ongoing professional development to Board members about the adverse consequences of school exclusion and justice-system involvement, effective classroom management strategies, culturally responsive discipline, appropriate and available supportive services for the promotion of student attendance and engagement, and developmentally appropriate disciplinary methods that promote positive and healthy school climates, i.e., Senate Bill 100 training topics. Board Self-Evaluation The Board will conduct periodic self-evaluations with the goal of continuous improvement. New Board Member Orientation The orientation process for newly elected or appointed Board members includes:

  • SIGNIFICANT ACCOUNTING POLICIES The interim financial statements are prepared by using the same accounting policies and methods of computation as were used for the financial statements for the year ended December 31, 2019, except the changes in accounting policies as follows.

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