Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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API API-580 : Risk Based Inspection Professional ACTUAL EXAM QUESTIONS

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Exam Number : API-580
Exam Name : Risk Based Inspection Professional
Vendor Name : API
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Question Bank : Check Questions

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API-580 test Format | API-580 Course Contents | API-580 Course Outline | API-580 test Syllabus | API-580 test Objectives


Exam Detail:
The API-580 Risk Based Inspection Professional certification test is designed to assess the knowledge and expertise of professionals involved in the field of risk-based inspection in the oil and gas industry. Here are the test details for API-580:

- Number of Questions: The test consists of 70 multiple-choice questions.

- Time Limit: The time allocated to complete the test is 3 hours.

Course Outline:
The API-580 certification is based on a comprehensive body of knowledge that covers various aspects of risk-based inspection. The course outline generally includes the following areas:

1. Introduction to Risk-Based Inspection (RBI):
- Overview of RBI concepts and principles.
- RBI methodologies and approaches.
- Regulatory and industry standards related to RBI.

2. Risk Assessment:
- Identification of risk sources and factors.
- Quantitative and qualitative risk test techniques.
- Risk ranking and prioritization.
- Risk mitigation strategies.

3. RBI Process:
- Inspection planning and scheduling.
- Data collection and analysis.
- Probability of failure determination.
- Consequence of failure exam.
- Inspection intervals and frequencies.

4. Inspection Techniques and Methods:
- Non-destructive testing (NDT) methods.
- Visual inspection techniques.
- Corrosion monitoring and measurement.
- Fitness-for-service evaluation.

5. RBI Implementation and Management:
- RBI implementation strategies and considerations.
- RBI documentation and reporting.
- Maintenance and updating of RBI programs.
- Communication and coordination with stakeholders.

Exam Objectives:
The objectives of the API-580 test are as follows:

- Evaluating candidates' understanding of RBI concepts, methodologies, and approaches.
- Testing candidates' knowledge of risk test techniques and risk ranking.
- Assessing candidates' proficiency in the RBI process, including inspection planning and scheduling.
- Evaluating candidates' familiarity with various inspection techniques and methods.
- Assessing candidates' understanding of RBI implementation, management, and communication aspects.

Exam Syllabus:
The specific test syllabus for the API-580 test covers a wide range of syllabus related to risk-based inspection. The syllabus includes:

1. Introduction to RBI:
- Definition and principles of RBI.
- Regulatory and industry standards related to RBI.
- RBI methodologies and approaches.

2. Risk Assessment:
- Identification of risk sources and factors.
- Quantitative and qualitative risk test techniques.
- Risk ranking and prioritization.

3. RBI Process:
- Inspection planning and scheduling.
- Data collection and analysis.
- Probability of failure determination.
- Consequence of failure exam.
- Inspection intervals and frequencies.

4. Inspection Techniques and Methods:
- Non-destructive testing (NDT) methods.
- Visual inspection techniques.
- Corrosion monitoring and measurement.
- Fitness-for-service evaluation.

5. RBI Implementation and Management:
- RBI implementation strategies and considerations.
- RBI documentation and reporting.
- Maintenance and updating of RBI programs.
- Communication and coordination with stakeholders.



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API Professional PDF Questions

 

40 Questions To Ask A Mentor

Imagine you approached someone you admired, and boldly asked that person to mentor you. And the answer was “Yes!” But a year into the relationship, those monthly mentoring sessions might not invigorate you like they used to, and aren’t quite as energizing for the mentor, either.

4 Types Of Questions To Ask A Mentor

1. Stories

To break the ice, have your mentor tell a story from his or her own career. Hey, everybody likes to talk about themselves! For example, you could inquire: “How did you get to where you are today?” or “How did you land your current role?” But you could also ask more specific questions that address your career objectives and concerns. Some questions to consider:

• Was there a time you messed up and felt like you’d failed? How did you bounce back?

• How did you learn to embrace risk-taking?

• Tell me about a latest business setback. How did you recover?

• Think back to five years ago. Did you envision your career as it is today?

• Was there ever a role you applied for and landed, but weren't 100% qualified to do? How did you proceed?

• What do you wish you had known before taking your first management role?

• Which leadership skills were the most difficult to develop?

• Can you tell me about a time when you had a difficult boss? How did you handle the situation?

• What’s the most important leadership lesson you’ve learned and how has it proven invaluable?

• How did you develop the skill of speaking so engagingly in front of groups?

2. Situations

Now that the conversation is flowing, get more granular in your requests and bring a specific situation to your mentor--one that you’d like help navigating. For example:

• I tried to delegate a task last week and it did not go well. Can they work through what to do differently next time?

• Who are the people I need to align with in this organization to achieve success?

• My boss said I need to be more strategic. What does that mean?

• How can I let my boss know that I don’t need to be micromanaged?

• How can I stay connected to key influencers who do not work in same office or geographical area?

• When trying to gain buy-in to implement a new program, what tactics have worked for you?

• My performance review is coming up. What type of preparation do you most appreciate seeing from your employees?

• I have two very different career path options available to me. Can you weigh in to help me make a final decision?

• I'm considering a career transition. What are some other areas of the business that might be a good fit for me?

• I’ve heard that taking a stretch assignment could help my career trajectory. What are the pros and cons?

3. Self-Awareness

One of the greatest gifts you can provide yourself is the gift of self-awareness, meaning the ability to see yourself as others view you. That way, if you like how you’re perceived, you can embrace it and take steps to strengthen that positive perception. If you don’t like how you are currently perceived, you can take steps to shift that perception to a more positive one that supports, rather than undermines, your career and leadership goals.

After starting with the obvious question: “How do you think others perceive me?” become more specific, so your mentor can assist by “holding up the mirror” and providing detailed feedback on how your actions and communication are impacting the way others see you. Ask questions such as:

• How am I viewed? In other words, what's my personal brand in their organization?

• Where do you see my strengths?

• What do you see as some of my blind spots and how can I improve?

• How I am viewed by leadership?

• What do people say about me when I’m not in the room?

• Could you offer feedback on ways to Boost my executive presence?

• Do I come across as strategic or tactical in my day-to-day communication?

• Am I viewed as high-maintenance when I send my boss weekly status updates?

• How could I have communicated my idea more clearly?

• When I presented at the last meeting, how did I do? Did my communication style support the message I intended to deliver?

4. Skill-Building

Is there a skill you’re currently working to enhance, such as project management, long-term strategic planning, delegating, or public speaking? Use questions like these to ask your mentor for advice and resources to help you polish that skill:

• How can I become a more assertive negotiator?

• Can they role-play asking for a raise and a promotion?

• How can I become better at managing people who do not report to me?

• Do you have any quick tips for re-energizing an overworked team?

• Can you recommend a book or resource for dealing with difficult conversations?

• What practices can you recommend for dealing with nervousness when speaking to groups?

• I have been asked to facilitate a team-building activity at a staff retreat. What are some keys to success?

• What’s a good methodology or tool for project management and tracking team commitments?

• Do you have a template that you use for long-range visioning and strategic planning?

• What new skills do I need to move ahead?

With these four types of questions and their accompanying examples, you’ll never sit through another mentoring conversation wondering if the other person is finding the discussion useful. And provide this list to those whom you mentor, encouraging them to use it to maximize the value of the time you spend together.


Adobe Acrobat Pro

Note:These steps pertain to features found in Adobe Acrobat DC, not Adobe Reader.

Run the Make Accessible Action Wizard

The Make Accessible Action Wizard in Adobe Acrobat DC will guide you through the steps of making your PDF accessible. Each step will prompt you to add accessibility information that may have been missing from your PDF. At the end of the process, Acrobat DC will run a full accessibility check of your document and will recommend further steps you can take to remediate your PDF.

Add Text to Your Document

Not all PDFs actually contain text in them. If your PDF is a text-based or a searchable PDF, you will be able to select text in the document. If you cannot select text in your document, you have an image-based PDF and must use OCR tools to recognize the text in your PDF.

Use a Document title

The document title is important so that users of assistive technology can hear the name of the document when opening the file and when switching between multiple tabs within a PDF program.

Create and verify PDF accessibility

Set the Document Language

The document language determines which speech synthesizer is used by assistive technology programs.

Add Alternate Text for Images

Any images or figures that convey important information in your document must have alternate text. Alternate text is a short description of the image that will be read out loud to assistive technology users. Keep your alternate text to 1-2 sentences long.

Add a Tag Structure

Accessible PDFs must have tags. Paragraphs must have paragraph tags, lists must have list tags, images must have image tags, tables must have table tags etc. These tags can be accessed by assistive technologies and make it possible for AT users to jump quickly to a desired section or item in the document.

When using headings tags, your tags should follow an orderly heading sequence, such as Heading 1-Heading 2-Heading 3, not Heading 1-Heading 3-Heading 2.

Recognize Form Fields, Add Tooltips to Form Fields, and Add Tags to Form Fields

If your PDF will be used as a form, make sure all of the form fields are recognized and are given an appropriate tooltip. A tooltip provides a description of the form field and is read out loud by AT users. Form fields also should have a form tag and appear in the correct order within the tags panel.

Use Table Headers

To ensure that tabular data are read logically by assistive technologies, use table header tags for column headers, row headers, or both.

Check the studying Order

You will need to manually check that the content in your PDF follows a logical studying order. To check the studying order, open the tags panel and arrow down. Move items up or down in the tags panel to correct problems with the studying order.

Check for Appropriate Color Contrast

You will need to manually check that your PDF document has sufficient color contrast. They recommend using the free Color Contrast Analyser tool, which is available for MacOS and PC. If there are contrast issues in your PDF, you will need to return to the authoring program and adjust the colors there.

NOTE:Any color contrast issues that are found will likely need be addressed in the source document (e.g., Microsoft Word). If you find color contrast issues in a PDF, and re-export the PDF, you will need to re-do all the tagging and studying order work from the above tips.

Color Contrast Analyser

PDF Accessibility

How to Convert a PDF to Word Using Acrobat Pro

If you've created or received a business document in PDF format and need to repurpose its contents in Microsoft Word, Adobe Acrobat Pro offers you options that can simplify your task and Boost the quality of the results. Especially if you no longer have access to the source of the PDF file -- or didn't create it in the first place -- going back to the original document and trying to export it may not be an option. Acrobat Pro's advanced features convert your PDF in a form that matches the look, as well as the content, of the original.

  • Open the "File" menu, locate the "Save As" submenu and choose the applicable file type, depending on whether you're saving your PDF for use in current or older versions of Microsoft Word. Once you choose the file type, you can access an additional flyout menu from which to choose either "Word Document," which exports to Word's XML-based DOCX format, or "Word 97-2003 Document," which targets Word's legacy DOC format.

  • Choose a file location and enter a name for your Word export file. Click on the "Settings" button to access conversion options. Both file formats suitable for use in Microsoft Word offer choices that enable you to tailor the file you save to how you plan to use it.

  • Choose from two radio buttons that select layout settings. The "Retain Flowing Text" option preserves text sequencing as a continuous flow from beginning to end. If you prefer to maintain the look of the PDF document's pages rather than ease of text editing, choose "Retain Page Layout" to create an output file with individual text boxes.

  • Activate the check box for "Include Comments" to add strike-outs and highlights directly in the text of the Word file. Comments appear as individual text boxes.

  • Turn on the check box for "Include Images" to export the PDF file's artwork in the Word file. Depending on the other options you choose, the images may not appear in the same places on the pages of your Word file as they do in the original PDF.

  • Activate the check box for "Run OCR If Needed" so Acrobat Pro uses optical character recognition to turn the text included in the PDF's images into live text in the exported Word document. If you select this option, you can click on the "Set Language" button to stipulate the language Acrobat Pro uses for text conversion.

  • Click the "OK" button to start the conversion process. If you're converting a multi-page PDF file with complex layout features, the export process may not be instantaneous.

  • Examine your exported file in Microsoft Word to check the faithfulness of the conversion. If you notice any obvious flaws, correct them and re-save the file.


  •  


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    Warum sind Cyberrisiken so schwer greifbar?

    Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

    Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyber­attacken werden nur selten publiziert.

    Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

    Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

    Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schaden­szenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

    Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

    Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

    Nicht kriminelle Ursachen

    Höhere Gewalt

    Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

    Menschliches Versagen/Fehlverhalten

    Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

    Technisches Versagen

    Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

    Kriminelle Ursachen

    Hackerangriffe

    Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

    Physischer Angriff

    Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hacker­angriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.

    Erpressung

    Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hacker­angriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

    Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:

    Cyber-Kosten:

    • Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
    • Krisenkommunikation / PR-Maßnahmen
    • Systemverbesserungen nach einer Cyber-Attacke
    • Aufwendungen vor Eintritt des Versicherungsfalls

    Cyber-Drittschäden (Haftpflicht):

    • Befriedigung oder Abwehr von Ansprüchen Dritter
    • Rechtswidrige elektronische Kommunikation
    • Ansprüche der E-Payment-Serviceprovider
    • Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
    • Vertragliche Schadenersatzansprüche
    • Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
    • Rechtsverteidigungskosten

    Cyber-Eigenschäden:

    • Betriebsunterbrechung
    • Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
    • Mehrkosten
    • Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
    • Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
    • Cyber-Erpressung
    • Entschädigung mit Strafcharakter/Bußgeld
    • Ersatz-IT-Hardware
    • Cyber-Betrug