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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HR GPHR : Global Professional in Human Resource (HRCI) 2023 ACTUAL EXAM QUESTIONS

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Exam Number : GPHR
Exam Name : Global Professional in Human Resource (HRCI) 2023
Vendor Name : HR
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GPHR test Format | GPHR Course Contents | GPHR Course Outline | GPHR test Syllabus | GPHR test Objectives

For each certification offered by HR Certification Institute® (HRCI®), an test Content Outline is available as a reference. Each provides a description of the concepts, tasks and knowledge you need to successfully understand and perform HR-related duties associated with each specific credential.

Every year, hundreds of HR volunteers worldwide, representing various industries and HR specialties, contribute thousands of hours of time to help HRCI determine knowledge and professional competencies required to master HR practice. test questions are also peer-reviewed for technical validity and applicability to current HR practice and applied job knowledge.

HR tasks and the knowledge needed to perform them are extensively researched and grouped into functional areas. The final test content (also known as the test Content Outline) is used by test question writers and organizations that develop study/preparation materials for their HRCI certification exams.

Functional Area 01 | Strategic HR Management (25%)

Functional Area 02 | Global Talent Acquisition and Mobility (21%)

Functional Area 03 | Global Compensation and Benefits (17%)

Functional Area 04 | Talent and Organizational Development (22%)

Functional Area 05 | Workforce Relations and Risk Management (15%)

The Global Professional in Human Resources (GPHR®) test is created using the GPHR test CONTENT
OUTLINE, which details the responsibilities of and knowledge needed by todays HR professional. The
GPHR test CONTENT OUTLINE is created by HR subject matter experts through a rigorous practice
analysis study conducted by HR Certification Institute® (HRCI). It is updated periodically to ensure it is
consistent with current practices in the HR profession

Functional Area 01 | Strategic HR Management (25%)
The development of global HR strategies to support the organizations short- and long-term goals,
objectives, and values.


01 Participate in the development and implementation of the organizations global business strategy,
plans, and structure.

02 Develop HR strategies to support the organizations global strategic plans and the business
requirements (examples include outsourcing, off-shoring, new product development, transfer of
technology and human capital, talent management, shared services, mergers and acquisitions).

03 Develop an HR infrastructure and processes that supports global business initiatives where HR
serves as adaptable subject matter expert and credible business partner.

04 Participate in strategic decision-making and due diligence for business changes (examples include
entry strategy, expansions, mergers and acquisitions, joint ventures, new operations, divestitures,

05 Develop HR processes to establish operations in new countries (examples include greenfield
operations and integration of acquired companies).

06 Develop measurement systems to evaluate HRs contribution to the achievement of the
organizations strategic goals.

07 Stay current on economic, geopolitical, legislative, employment, cultural, and social trends in
countries of operation and develop appropriate HR strategies and responses.

08 Provide leadership for the development and integration of the organizations culture, values,
ethical standards, philosophy on corporate social responsibility, risk management, and employer

09 Establish internal and external global relationships and alliances with stakeholders (examples
include diversity councils, joint venture partners, employers groups, unions, works councils,
business leader forums, governments).

10 Determine strategies and business needs for outsourcing and vendor and supplier selection
for HR operations (examples include centers of excellence on benefits and payroll processing,
relocation and employee services, training, global assignment management).

11 Develop strategies for optimizing workforce and minimizing related expenses using various
staffing options (examples include consultants, contract, temporary, seasonal workers).

12 Participate in the development and implementation of global change management strategies.

13 Determine strategy for HR technology (examples include HR information systems, intranet) to
meet organizational goals and objectives in a global environment.

14 Participate in the development and implementation of the organizations social media strategy
and policies.

15 Participate in the development and implementation of Corporate Social Responsibility (CSR)
programs consistent with corporate philosophy and goals, host country legal requirements and/or
external influences.

Functional Area 02 | Global Talent Acquisition and Mobility (21%)

The development, implementation, and evaluation of global staffing strategies to support organizational
objectives in a culturally appropriate manner. This includes utilizing the employer brand; performing job and
cost analysis; and attracting, recruiting, hiring, and managing global mobility to meet business objectives.


01 Make sure global talent acquisition and mobility policies, practices, and programs comply with
applicable laws and regulations.

02 Develop a strategic approach for global talent acquisition and mobility that is aligned with
business needs and a diverse workforce.

03 Develop, implement, and evaluate orientation and on-boarding processes that are culturally
relevant and align with organizational strategy.

04 Monitor staffing metrics to evaluate results against global staffing plan (examples include cost-ofhire, retention, return on investment).

05 Comply with required talent acquisition and mobility regulations (examples include immigration,
tax, visas, work permits).

06 Lead all aspects of vendor/supplier management (independent contractor, consultant, agency,
and third-party organization) in areas of staffing and mobility (examples include researching
vendor options, conducting contract negotiations, vendor selection, managing ongoing
relationship, conflict resolution, termination of engagement).

07 Utilize and promote the employer branding strategy to attract diverse talent from global and
local markets.

08 Identify, utilize, and evaluate sources of global talent (examples include personal networks,
professional and business organizations, college recruiting, job boards, social media, other
technological tools).

09 Develop a global staffing plan with key stakeholders that supports business needs.

10 Develop, implement, and evaluate pre- and post-hire policies and procedures that are culturally
appropriate (examples include selection criteria and tools, employment and expatriate
agreements, background checks, medical evaluation).

11 Create position descriptions that define job-specific responsibilities, knowledge, skills, and

12 Prepare cost estimates for global assignments and advise management on budget impacts.

13 Provide consultation to potential global assignees and their managers on terms and conditions of
the assignment.

14 Manage and coordinate relocation services and expenses (examples include host location
destination services, housing disposition including property management, household goods
shipment/storage, travel and temporary living arrangements, logistics of repatriation).

15 Manage and coordinate mobility services and expenses for global assignments (examples include
culture and language training; spouse or partner assistance; employee, spouse or partner and
family mentoring and coaching, repatriation planning and implementation).

16 Establish/maintain ongoing communication practices with global assignees, host and home
country management.

17 Develop repatriation programs for global assignees.

Functional Area 03 | Global Compensation and Benefits (17%)

The establishment and evaluation of a global compensation and benefits strategy aligned with the business
objectives. This includes financial and non-financial rewards.


01 Develop and implement compensation, benefits, and perquisite programs that are appropriately
funded, cost- and tax-effective and comply with applicable laws and regulations.

02 Establish and communicate a global compensation and benefits strategy that aligns with business
objectives and supports employee engagement.

03 Design and/or negotiate compensation and benefits programs for business changes (examples
include start-ups, restructuring, mergers and acquisitions, joint ventures, divestitures).

04 Develop, implement, and assess job valuation systems aligned with global business strategy.

05 Establish and maintain compensation, benefits, and perquisite programs for key executives and
employees in each country of operation, including base salary structures, short- and long-term
incentive plans, supplemental benefits programs, and tax-effective compensation arrangements.

06 Develop and implement global assignment compensation terms and conditions (examples include
balance sheet and alternative approach calculations, allowances, premiums, end-of-assignment
bonuses, localization).

07 Develop and implement global assignment benefit and perquisite programs (examples include
health care, employee assistance programs, club memberships, company cars).

08 Develop, implement, and assess programs to address income and social insurance tax
obligations, including portability for global assignees.

09 Develop, implement, and manage compensation, benefits and perquisite programs for global
assignees and local employees for each country of operation.

10 Manage and evaluate global assignment-related payments, payroll, and activities.
11 Research, develop and implement technological tools (for example, HRIS, performance
management systems) to support the compensation and benefits programs.

Functional Area 04 | Talent and Organizational Development (22%)

The design, implementation, and evaluation of organizational development programs and processes to
effectively develop a global workforce supporting business goals, culture and values.

01 Make sure talent development programs comply with applicable laws and regulations.

02 Align local and regional practices with corporate vision, organizational culture, and values.

03 Create and implement awareness programs (examples include diversity, non-discrimination,
bullying, cultural sensitivity, multi-generational workforce) that are aligned with the organizations
philosophy and adapt to local cultural perspectives.

04 Develop systems that support the implementation of global change management initiatives.
05 Develop and implement communication programs that are effective for a global workforce and
other stakeholders.

06 Make sure employees have the appropriate knowledge, skills, and abilities needed to meet
current and future business requirements.

07 Implement and evaluate a process to measure the effectiveness of organizational development
programs based on global HR metrics/measurements (examples include employee engagement
surveys, turnover rates, training return on investment [ROI], benchmarking data, scorecards).

08 Develop and implement processes, programs, and tools to support organization and workforce
development at all levels of the organization (examples include career and leadership
development, succession planning, retention, repatriated employees, short-term assignments).

09 Develop programs, policies, and guidelines to support geographically dispersed and/or virtual
teams (examples include team building, project management, performance management).

10 Establish work-life balance programs (examples include job sharing, flextime, telecommuting) and
their application and appropriateness to different cultures.

11 Implement culturally appropriate performance management processes that support both global
and local business objectives.

12 Develop and implement global programs to support the organizations growth, restructuring,
redeployment and downsizing initiatives (examples include mergers and acquisitions, joint
ventures, divestitures).

13 Develop and implement competency models to support global and local business goals.

14 Identify and integrate external workforce to provide services to support global and local
objectives (examples include consultants, independent contractors, vendors, suppliers) as it
relates to talent and organizational development.

Functional Area 05 | Workforce Relations and Risk Management (15%)

The design, implementation, and evaluation of processes and practices that protect or enhance
organizational value. This includes managing risk, ensuring compliance, and balancing employer and
employee rights and responsibilities on a global basis.


01 Make sure activities related to employee and labor relations, safety, security, and privacy are
compliant with applicable laws and regulations, from initial employment through termination.

02 Comply with extraterritorial laws to mitigate risk to the organization (examples include US Title
VII, US Americans with Disabilities Act, US Foreign Corrupt Practices Act, EU Data Privacy
Directive and Safe Harbor Privacy Principles, UK Bribery Act).

03 Make sure the organization complies with globally recognized regulations to enable effective
workforce relations and meet acceptable workplace standards (examples include OECD
Guidelines for Multinational Enterprises, ILO conventions, Mercosur, NAFTA, WTO).

04 Monitor employment-related legal compliance and ethical conduct throughout the global supply
chain (examples include consultants, independent contractors, vendors, suppliers) to mitigate the
risk to the organization.

05 Develop test procedures for HR internal controls, evaluate results and take corrective

06 Comply with all regulations related to employee records and data (examples include EU Data
Privacy Directive, US HIPAA, Australian Federal Privacy Act).

07 Establish alternative dispute resolution and grievance processes, disciplinary procedures, and
investigative processes in compliance with applicable laws and practices.

08 Develop and implement programs to promote a positive work culture (examples include
employee recognition, constructive discipline, non-monetary rewards, positive reinforcement).

09 Confer with employee representative groups in compliance with statutory requirements
(examples include works councils, unions, joint action committees).

10 Develop, implement, and communicate employment-related corporate policies (examples include
ethics and professional standards, codes of conduct, anti-discrimination, anti-harassment, antibullying).

11 Coordinate global risk management, emergency response, safety, and security practices
(examples include intellectual property, occupational health and safety, disaster and crisis
management, duty of care).


01 The organizations vision, values, mission, business goals, objectives, plans, processes, and culture

02 Strategic/business planning and continuous improvement processes and their implementation

03 Concepts and processes to align the global HR function as a strategic business partner (examples include business environment, markets, consumer segments, industry specific trends and cycles, key business factors)
04 Financial planning processes and budget development

05 Strategies and business models (examples include joint ventures, wholly owned subsidiaries,
representative offices, outsourcing/off-shoring) and their implications

06 Organizational structures (by geography, business unit, product line, and functional discipline)
and their design and implementation

07 HR analytics, methods, and processes for assessing the value and the results of HR programs
(examples include return on investment [ROI], cost/benefit analysis)

08 The organizations values and culture and their fit with the culture, legal systems, and business
practice contexts of other countries, including local and regional differences

09 Business ethics standards and practices at a global level, while maintaining local relevance

10 Role and expectations of customers, suppliers, employees, communities, shareholders, boards of
directors, owners, and other stakeholders

11 HR technology (examples include HR information systems, Intranet) to support global human
resource activities.

12 Procedures and practices for cross-border operation, integration, and divestiture

13 Company and site start-up practices and procedures

14 Organization business philosophies, financial models, and financial statements

15 Due diligence and restructuring processes appropriate to specific regulatory environments and

16 Best practices and application of community relations, environmental initiatives, and philanthropic

17 Corporate social responsibility practices and policies

18 Strategies to promote employer of choice or employment branding initiatives and best practices

19 Social media technologies, trends, and best practices including knowledge of evolving legislation
and regulations

20 Applicable laws and regulations related to hiring and employment

21 Strategies to promote employer of choice or employment branding initiatives

22 Methods for developing, sourcing, and implementing a global workforce staffing plan

23 Global and country-specific recruiting and hiring practices, methods and sources

24 Position description development

25 Culturally appropriate interviewing techniques and selection systems

26 Employment contract content requirements by country

27 Deployment activities (examples include relocation, mobility services, immigration)

28 Company onboarding programs

29 Staffing metrics (examples include cost-of-hire, new hire attrition, return on investment [ROI])

30 Policies and processes related to types of assignments (examples include short-term, long-term,
permanent, commuting) that address specific needs (examples include technology transfer,
leadership and management development, project management)

31 Assessment and selection tools and models for global assignments

32 Global assignment management, tracking, and reporting

33 Intercultural theory models and their application to overall business success

34 Critical success factors for global assignees (examples include spouse or partner and family
adjustment, support, communications)

35 Global assignee preparation programs (examples include cultural and language training, host
country site orientation, relocation services, destination services)

36 Expenses related to global relocation and mobility services (examples include destination
services, housing, travel and temporary living, shipment and storage of household goods, culture
and language training, dependent education)

37 Assignment test measures to evaluate global assignee fit and impact on the business

38 Immigration issues related to global mobility (examples include visas, work permits, residency

39 Techniques for fostering effective communications with global assignees, management, and

40 Tools, best practices, and support services for repatriation

41 Corporate income tax ramifications of employee and employment activities in various
jurisdictions, including unintentional permanent establishment

42 Local laws regarding compensation, benefits, and taxes (examples include tax equalization or
protection, mandatory or voluntary benefits)

43 Global assignment tax planning and compliance requirements and processes

44 Payroll requirements and global assignment payment methods (examples include split payroll,
home and host country payments)

45 Localization concepts and processes (examples include compensation and benefits adjustments,
tax implications, social insurance issues)

46 Global assignment compensation packages (examples include net-to-net, regional and host
location based, headquarters based, balance sheet, host country-plus)

47 Cost-of-living models and their impact on global assignments (examples include goods and
services allowances, efficient purchaser indices)

48 Global and country-specific benefit programs (examples include retirement, social insurance,
health care, life and disability income protection)

49 Global and country-specific perquisite programs (examples include company cars, club
memberships, housing, meal allowances, entertainment allowances)

50 Equity-based programs (examples include stock options, phantom stock, restricted shares, stock
purchase) and their global application and taxation issues for the employee and the company

51 The impact of cross-border moves on long- and short-term incentive programs

52 Portability of health and welfare programs (examples include retirement, social insurance, health
care, life and disability insurance)

53 Finance, payroll, and accounting practices related to local compensation and benefits

54 Procedures to collect and analyze data from global, regional, and local compensation and
benefits surveys

55 Appropriate mix of compensation and benefits for different local and regional markets

56 Global executive compensation, benefits, and perquisites programs (examples include bonuses,
deferred compensation, long-term incentives, tax-effective compensation methods)

57 Financing of benefits programs, including insured programs, multinational insurance pooling and
retirement funding options

58 Information sources on global and local compensation, benefits, and tax trends

59 Due diligence procedures for business changes (examples include mergers and acquisitions, joint
ventures, divestitures, restructuring) with respect to compensation, benefits, and perquisites

60 Job valuation tools (examples include point-factor systems, salary surveys, benchmarking)

61 Tax treaties and bilateral / reciprocal social security agreements (Totalization Agreements)

62 Collective bargaining agreements and works council mandated compensation and benefits

63 Applicable laws and regulations related to talent development activities

64 Work-life balance programs

65 Techniques to promote and align corporate vision, culture, and values with local and regional

66 Global organizational development programs and practices (examples include succession
planning, leadership development)

67 Needs test for talent and organizational development in a global environment

68 Training programs and their application in global environments

69 Global learning models and methodologies

70 Performance management, feedback, and coaching methods as they apply locally and globally

71 Techniques to measure organizational effectiveness in a global business environment (examples
include engagement surveys, benchmarking, productivity measurement tools)

72 Retention strategies and principles and their application in different cultures and countries

73 Redeployment, downsizing, and exit management strategies and principles and their application
in different cultures and countries

74 Career planning models

75 Critical success factors for global assignees (examples include family adjustment and support,
communication, career planning, mentoring)

76 Best practices and processes for utilizing the experience of repatriated employees

77 Competency models and their global applicability

78 Trends and practices for employee engagement

79 Interpersonal and organizational behavior concepts and their application in a global context
(examples include the use of geographically dispersed teams, virtual teams, culture training,
cross-cultural communications)

80 Applicable laws affecting employee and labor relations (including termination of employment),
workplace health, safety, security, and privacy

81 Major laws that apply extraterritorially (examples include US Title VII, US Americans with
Disabilities Act, US Foreign Corrupt Practices Act, EU Data Privacy Directive and Safe Harbor
Privacy Principles, UK Bribery Act)

82 Globally-recognized regulations, conventions and agreements (examples include OECD
Guidelines for Multinational Enterprises, ILO Conventions, Mercosur, NAFTA, WTO, UN Compact)

83 Employment-related legal compliance and ethical conduct of vendors, suppliers and contractors

84 Internal controls, compliance, and audit processes

85 Employee rights to privacy and record-keeping requirements (examples include EU Data Privacy
Directive and Safe Harbor Principles, US HIPAA, Australian Federal Privacy Act).

86 Individual employment rights (examples include employees rights to bargain, grievance
procedures, required recognition of unions)

87 Appropriate global and local techniques for managing employee relations (examples include small
group facilitation, dispute resolution, grievance handling, employee recognition, constructive

88 Legal and customary roles of works councils and trade unions

89 Local collective bargaining processes, strategies, and concepts

90 Employment litigation

91 Workplace security risks including physical threats and piracy of intellectual property and other
company-proprietary information

92 Local conditions relating to personal security (examples include kidnapping, terrorism, hijacking)

93 Emergency response and crisis-management planning (examples include plans for medical
emergencies, pandemics, disasters, evacuation, riots, civil disorder, other physical threats, facility

94 Basic business, global, political, and socioeconomic conditions, demographics, law, and trade
agreements, and how they relate to business operations

95 Globalization and its drivers, opportunities, consequences, and trends

96 Global management techniques, including planning, directing, controlling, and coordinating

97 Global project management methods and applications

98 Global application of human resource ethics and professional standards

99 Change management strategies,processes, and tools

100 Global leadership concepts and applications

101 Qualitative and quantitative methods and tools for analysis, interpretation and decision-making
purposes and their application

102 Intercultural theory and specific cultural behaviors

103 Cross-cultural management techniques

104 Strategies for managing global vendor/supplier relationships, selection processes, and contract

105 Communication processes and techniques and their worldwide applicability

106 Effective use of interpreters, translators, and translations

107 Techniques to promote creativity and innovation

108 Principles and practices that foster a diverse workforce

109 Strategies of globalization versus localization of HR policies and programs

110 HR capability within the organization (both global and local)

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HR Global course outline


Objectives for Global HR Functions

Global human resources refers to the management of an organization's employees and labor policies across national and cultural boundaries. Global HR places much emphasis on diversity, cross-cultural communication and innovation. The goals for global HR functions vary slightly among organizations depending on the scope of their mission and vision, but there are trends in the industry that serve as benchmarks for objective setting.

Recruitment and Hiring
  • One of the most basic functions of human resources is recruiting a qualified workforce. This area of HR has several sub-objectives, including developing job descriptions, interviewing potential employees, relocation and visa logistics and negotiating salaries and benefits packages. Small business owners can specifically take advantage of the benefits of recruiting a diverse workforce because there is inherent value in keeping the best and brightest employees with the organization. Skilled employees are one of the organization's most effective resources as they help to edge out competition, even when that competition is a larger company. As such, the recruitment and hiring function of HR feeds into every other part of the organization's success.

  • Training and Professional Development
  • While hiring highly skilled employees is a goal for global HR, most employees still require some level of training or professional development once they are on board. Every business has it own policies and procedures, and training new employees is essential to the smooth operation of the organization. Training employees on cross-cultural communication would be essential when a company has customers living in many different countries. Additionally, human resources often provides professional development -- including off-site training programs, opportunities for further education and networking -- as an individualized training incentive for employees. These professional development incentives can be tailored to allow employees to take advantage of global opportunities through online training programs, international academic conferences and regional networking events. The results are win-win: The organization benefits from a diverse body of knowledge held by its equally diverse workforce, and the employees believe the business takes their learning and personal development plans seriously.

  • Benefits and Compensation
  • In the increasingly diverse and globalized world, benefits and compensation have become an even more attractive objective for HR because of the rise of a work-life quality theory. This theory states that an employee's sense of time should be divided between the amount she contributes to the job and her level of satisfaction in her personal life. Taking cues from organizations operating internationally, the theory advocates that businesses can help promote this work-life balance by providing benefits and incentives such as on-site child care, extended vacation time, maternity and paternity leave and flexible working hours. These added-value benefits are considered part of a globalized organization because they expand upon the mandates of labor law by the U.S. federal government. Instead of offering the mandated minimum wage and holiday time, for instance, small businesses can seek to align their compensation plans in a more progressive way, indicative of many global businesses that reward employees by increasing their autonomy.

  • International Legal Compliance
  • As organizations expand into foreign markets or to take on employees that are nationals of other countries, they must be familiar with the labor and tax laws of many different jurisdictions. Hiring someone from another country might, for example, require human resources to apply for visas, calculate tax rates in a different manner or provide data to Immigration and Nationalization Services. Keeping abreast of these laws and how they affect the organization is an extremely important objective for global HR because failure to follow the law may result in the business being held legally or financially liable.

  • Employee Self-Service @ Purdue Global

    Employee Self-Service outlines the tasks employees can do. Employees can update personal information in SuccessFactors as well as access the recruitment process. They can complete time or time off requests, access tax information and review pay statements via the ADP Tile within SuccessFactors. New employees should review the New Employee section, while all employees will access SuccessFactors, ADP within SuccessFactors and APL.

    Please reivew the Purdue Global Pay Calender for pay date information.

    New Employees
  • After accepting an offer letter of employment, the new hire receives an email containing their New Hire Wizard link to complete their onboarding paperwork.
  • This must be done by the new hire's first day of employment to enter them into the payroll system and to comply with federal regulations.
  • Click below to learn how to complete Remote Form I-9 and create your Purdue Career Account password. New Hire Wizard Information

    Once the New Hire Wizard is completed, the new hire will receive two emails:

  • A system-generated email notifies the new hire of their PUID and User ID, which is required to complete the account activation process.
  • A system-generated email reminds the new hire of the completion of their Remote Form I-9.
  • Remote Form I-9 Information The instructions to complete and submit the Remote Form I-9 are available online (and provided to the new hire via system-generated emails) and must be submitted by the new hire's second day of employment to avoid termination and comply with federal regulations. Purdue Career Account Password

    Every employee has a password.

  • Please contact Purdue West Lafayette Campus (Information Technology Customer Service) at 765-494-4000 to create yours.
  • They may need your username and PUID (provided in a previous email) in order to assist you.
  • Please note - upon logging in to a Purdue protected application for the first time, you will be asked to enroll in Duo, Purdue's two factor authentication service.
  • System Access: SuccessFactors, ADP and APL

    Purdue Global employees access three systems.

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    Employee Launchpad (SuccessFactors) and ADP

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  • The best data retention policy template to get you started (Updated)

    Editor’s note: This post was originally published in October 2020 and has been updated for accuracy and comprehensiveness.

    They say more is better. And that’s true in many cases, but not when we’re talking about a stockpile of data that can hamper productivity and raise your organization’s risk profile.

    Back in 2012, IDC calculated that information workers spent approximately 9.4 hours per week searching for and handling documents. Now, imagine how that number would look a decade later — especially considering that the average company uses a whopping 130 SaaS apps. More apps and more data creators and custodians have led to data becoming more scattered, disorganized, and harder to discover than ever before.

    And a lack of organization isn’t the only problem with hoarding your organization’s data. The more data you have, the bigger target you are for cybercrime. In 2022, 83% of U.S. companies suffered more than one data breach, with the average global cost of a data breach sitting at a hefty $4.45 million. A growing patchwork of global, federal, and state laws governing data privacy and security means organizations face expensive penalties and reputational harm if their data falls into the wrong hands. Not to mention, more data causes the cost of identifying, collecting, reviewing, and producing data in litigation, due diligence, and regulatory investigations to skyrocket.

    These costs and risks make it imperative for businesses to take control of their data, preserving data that adds value to the business and retaining records necessary for compliance, while filtering out the rest. The problem is, there isn’t an easy button for data retention. You can’t snap your fingers and sort your data into buckets to keep and purge. Instead, you’ll need to create a comprehensive data retention policy as part of your information governance program.

    In this blog, we’ll walk you through data retention best practices and share a downloadable data retention policy template to help you get organized and gain better visibility into your data’s lifecycle.

    What is a data retention policy?

    Before you get the data retention policy template, let’s first cover what a data retention policy is. A data retention policy contains your organization’s central guidelines for handling its data. It helps you determine the purpose of your data, what laws (if any) apply to it, how long it should be kept, and how it should be archived or deleted when the time comes.

    An effective data retention policy not only helps you stay compliant with laws and regulations but also helps you cut inefficiencies and extract business value from your most valuable asset: your data.

    How to set up a sustainable data retention policy

    Before filling out their data retention policy template, you’ll want to do some preliminary work. A robust data retention policy is a living, breathing document, which means setting up a sustainable foundation is key. When meeting legal requirements and understanding the retention and discovery capabilities of your apps, your retention policy should be flexible to an ever-changing and rapidly growing data inventory. By following these steps, your data retention policy will sustain your organization’s changes and growth for years to come.

    1. Identify where your data lives and classify it

    The first step in filling out a sustainable data retention policy template is to identify where your data lives. Make an exhaustive list of every app and data system in the cloud or on-premise that holds company data. Once you've done this, classify the types of data most pertinent to your organization. Organizing data that’s related to your industry is a good start. For example, if your company is in the healthcare sector, this might include personally identifiable information (PII) such as dates of birth, Social Security numbers, and protected health information (PHI). On the other hand, if you're in finance, you might need to sort your data into credit scores, PINs, and loan information.

    Fortunately, you don’t have to comb through all of your data byte by byte to determine what to keep. AI-powered technology, including machine learning and natural language processing, can classify and categorize data based on its content, context, and sensitivity. AI tools can also recognize personal and otherwise sensitive information in your dataset. For example, AI can identify the patterns that form Social Security numbers, phone numbers, and more.

    Organizing your data retention policy in this way will not only help you pinpoint your most sensitive information first, but it will also highlight the data retention periods that automatically apply to you by law. After you've identified your most sensitive data, it becomes easier (and less risky) to sort through the rest. They also recommend a data classification schema with categories such as "confidential," "proprietary," and "public."

    2. Understand which laws apply to you

    Before filling out the data retention policy template, consult your legal and compliance teams. Legal requirements take precedence over business needs, and understanding which laws and regulations apply to your organization comes first.

    Sometimes more than one law or regulation will apply to your organization, creating conflicting data retention requirements. In such cases, you'll want to outline the instances that would create this conflict and document a plan of action to handle the conflict that you can share with a court or regulator if necessary.

    Below are some laws and regulations to consider.

  • Bank Secrecy Act (BSA) – Under the BSA, financial institutions must keep records for five years; the Consumer Identification Program (CIP) requires retention for five years from account closure or from the date information is received.
  • California Consumer Privacy Act (CCPA) – The CCPA does not set forth a specific data retention period, but it does require organizations to hold onto PII in the event that its rightful owner asks for it to be disclosed. The CCPA has now been updated with the California Privacy Rights Act (CPRA), which requires businesses to disclose how long they keep each category of PII or, at a minimum, to disclose the criteria they use to determine retention periods. Companies must limit their data retention to only as long as is necessary to fulfill their purpose for collecting the data. In other words, they must implement a maximum retention period for consumers' personal data. (As of the date of this update, enforcement of the CPRA has been delayed until at least March 29, 2024.)
  • Children’s Online Privacy Protection Rule (COPPA) – The COPPA allows businesses to only retain information on children under 13 as long as necessary to fulfill the business purpose for which it was collected. The information must be deleted using reasonable measures to protect against its unauthorized access or use.
  • Equal Employment Opportunity (EEO) Act – The EEO Act requires that employers keep all personnel or employment records for one year. If an employee is involuntarily terminated, their personnel records must be retained for one year from the date of termination.
  • Fair Labor Standards Act (FLSA) – Under the FLSA, employers must retain payroll records, collective bargaining agreements, and sales and purchase records for up to three years. Records used for wage computations should be retained for two years, including time cards, piece work tickets, wage rate tables, work and time schedules, and records of additions to or deductions from wages.
  • General Data Protection Regulation (GDPR) – Article 5 explains that when EU citizens’ personal data is collected or processed, it must only be for purposes that are “adequate, relevant, and limited to what is necessary in relation to the purposes for which data are processed.” Those purposes must be clearly explained at the time of collection.
  • Gramm-Leach-Bliley Act (GBLA) – As of 2022, the GLBA requires financial institutions to securely dispose of customer information no later than two years after the last date that the information was used, unless retention is otherwise required or necessary for legitimate business purposes.
  • Health Insurance Portability and Accountability Act (HIPAA) – There is no HIPAA retention period for medical records; however, businesses are required to keep HIPAA-related documents for a minimum of six years. In addition, each state has its own laws governing the retention of PHI, which vary.
  • Occupational Safety and Health Act (OSH Act) – The OSH Act requires employers with more than 10 employees to keep an annual record of serious work-related injuries and illnesses for at least five years. Other retention periods vary depending on the type of record; for example, records of exposure to toxic substances must be kept for the duration of an employee’s employment plus 30 years, while records of noise exposure must only be kept for two years.
  • Payment Card Industry Data Security Standard (PCI DSS) – Under PCI DSS, any organization that stores, processes, and/or transmits cardholder data must automatically get rid of cardholder data when it is no longer needed for legal, contractual, or business purposes. Businesses must use multiple layers of protection over cardholder data that is stored.
  • Sarbanes-Oxley Act (SOX) – Under SOX, public companies must retain audit and review information for a minimum of seven years.
  • This is by no means an exhaustive list, so be sure to discuss the data retention laws and regulations that apply to your industry and state with your legal and compliance teams.

    3. Align your data retention policy with your compliance policy

    As with any legal obligation, your data retention policy should go hand in hand with your compliance policy. But compliance policies aren’t just about undergoing audits or maintaining CCPA compliance, for example; they also extend to internal procedures that prevent risky or illegal activities. Creating a data retention policy with this in mind can serve as a proactive mechanism against risk.

    For instance, if it's against your organization's compliance policy to share sensitive customer information, your data retention policy should reflect where that sensitive information lives, how long it should live there, what its source's default retention settings are, and how to retrieve it if necessary. Filling out your data retention policy template with this in mind will make all the difference for security, privacy, and overall information governance.

    4. Learn the ins and outs of your data sources

    All too often, organizations make the mistake of setting data retention policies without getting to know the apps that hold their data. Until you understand the purpose of your applications and what their native capabilities and limitations are, you can’t set realistic data retention goals. This is particularly true in the era of shadow IT, where individual users get and use software without the knowledge of your organization’s IT team. Be sure to consider both internal and external data sources, including data received from customers, partners, and vendors, as well as backups and archives.

    If it’s been some time since you last reviewed your data store, here are some emerging data sources to consider:

  • Data from chat and collaboration tools such as Zoom, Slack, and Jira, including conversations, channels, activity logs, call logs, recordings, attendee data, and alerts
  • Social media and user-generated content, such as reviews and comments
  • Internet of Things (IoT) devices, such as smart sensors, wearables, and connected appliances
  • AI data, such as data used for training machine learning models and developing AI algorithms
  • Streaming data, such as event logs and clickstream data
  • Biometric data, including fingerprints and facial recognition data
  • Geolocation data from mobile devices and GPS-enabled systems
  • Blockchain data
  • Although it’s impossible to know every application like the back of your hand, you’ll want to get as much information as you can from the people who do. Interview employees and ask them how they’re using the system, contact vendors and ask detailed questions around retention and discovery capabilities, and document it all when you’re done. A useful tool for recording the flow of data in your organization is a data map, which tracks how data moves from its source through processes and systems until its destination (archival or deletion).

    You’ll also need to understand the types of data that your data sources collect, process, and store. Be sure to include both structured data, such as databases and spreadsheets, as well as unstructured data, such as memos, chats, and emails.

    With a comprehensive understanding of your data, it becomes easier to spot and mitigate risk.

    5. Outline when and how data should be archived or deleted

    Once you know what data you have, where it lives, and what laws and policies pertain to it, it’s time to develop a retention period for it. Start with legal obligations: do you have to keep this data for one year? Five years? Seven years? Make sure that the retention period is recorded and enforced. If you don’t have a legal obligation to retain data, work with stakeholders in other departments to get a holistic view of your data’s value. If there are no clear benefits to retaining it, ask yourselves, “What is the downside to deleting this?” or “Can this be archived?”

    After you’ve established a retention period, document the manner in which data should be deleted or archived. Will your applications delete data automatically, or will you have to do it manually? Where will the data be stored if archived, and how long should it stay archived? It’s important to think about the answers to these questions when customizing your data retention policy template.

    6. Establish security measures for retained and deleted data

    Include a comprehensive data destruction policy as part of the data retention policy. This policy should specify the methods, procedures, and responsibilities for securely deleting data once its retention period expires. Secure deletion methods such as data shredding and cryptographic erasure overwrite deleted data with random data patterns, making it extremely difficult for anyone to recover the original data.

    AI tools can also assist in the archiving and deletion process. AI can index and move documents to a designated repository based on predefined criteria or retention policies. AI can also help enforce data retention policies by tracking the retention periods of documents, generating alerts for documents approaching their deletion deadline, and initiating deletion once the retention period expires. Finally, this technology can verify that documents are securely and completely deleted when they reach the end of their retention period and maintain deletion logs for auditing and compliance purposes.

    Working with your IT team, ensure that only authorized personnel can delete records. Implement role-based access controls and multi-factor authentication, along with audit trails and data logging, so you can see who accessed what data and when and detect any suspicious activity.

    7. Suspend data destruction during legal holds

    When a legal hold is in place, it means that certain data relevant to a legal proceeding or investigation must be preserved and cannot be altered, deleted, or destroyed until the hold is lifted. Companies need a procedure for stopping any data retention actions that might affect data covered by the legal hold, including both manual and automated data deletion.

    First, establish a method for notifying all affected personnel about the legal hold. Then provide clear instructions on preservation requirements. Check with IT to make sure your systems can preserve data, including metadata, in its original form without alteration.

    Be sure to keep records of all steps you took to preserve your records. And make sure your process explains how you will lift the hold and resume normal data retention and deletion practices.

    8. Set roles and responsibilities in data retention

    It’s essential to establish clear roles and responsibilities under your data retention policy to ensure that all stakeholders understand their obligations and contribute to the policy's successful implementation. The first step is to identify all personnel involved in data management in your organization, including legal, senior management, IT, compliance, HR, and relevant department heads.

    Then designate a committee to oversee the development, implementation, and enforcement of your retention policy. The committee’s leader should understand data retention requirements and relevant laws and regulations. The committee should help define data retention periods and implement the policy. Legal should advise on retention periods, and the IT team should set up and oversee access controls, encryption, data backup, and data deletion processes.

    Finally, data owners should be tasked with determining the value and significance of data, while custodians must implement retention rules for specific data sets.

    9. Train employees on your data retention policy

    To Strengthen compliance, employees must undergo regular training on the policy. Create clear, easily understandable training materials that explain the purpose and importance of the data retention policy, its key elements, data categories, retention periods, data handling procedures, and the consequences of noncompliance. Run interactive training sessions, whether in person or virtually, where employees can ask questions, and use real-life examples and scenarios to illustrate how the data retention policy applies to different data types and situations.

    Schedule periodic refresher training sessions to reinforce the importance of the data retention policy and to inform employees about any policy changes or updates.

    10. Monitor your policy regularly

    Even after your data retention policy template is complete, the work doesn’t stop there. A good data retention policy requires ongoing maintenance to provide continual value. Make sure you’re constantly monitoring retention updates to your current applications and adding the details of new ones early on in their implementation.

    Perhaps set a monthly or yearly check-in to ensure your policies are still adequate. Your data retention policies should never be outdated, so long-term thinking and process can help it remain an enduring source of truth.

    How to use Onna’s data retention policy template

    Now that you’ve covered all of your data retention bases, it’s time to put it in writing. They created this data retention policy template with all of the above considerations in mind and made it adaptable to your unique needs. Once again, it’s imperative that you consult your legal and compliance teams while filling this out. You may also find that you need to pull in other key stakeholders, such as HR, finance, and IT, throughout the process to make sure no stone is left unturned.

    Now, without further ado, get their data retention policy template and check out their pointers on filling it out below.

    Get the Data Retention Policy Template.  get now. Part 1: The retention schedule

    Go to the first tab of their data retention policy template to locate the retention schedule. This will be your central source of truth to address what data you retain, how long you retain it, and why.

    Business function

    List the business functions that oversee critical data in your organization. They listed typical functions you can find at almost every organization, but depending on the size and structure of your organization, this column may look different. Feel free to add or subtract to this list and customize labels.

    Note that sometimes responsibility over certain data may be shared by two business functions. If this is the case, make sure that it is reflected in record class names and/or notes.

    Record class name

    Label your record class. The record class name is the type of file you are saving within each business function. There can be multiple files to save within each business function, so be sure you assess their retention periods individually. It may even make sense to create subgroups of your record classes. For example, in human resources, you can break up files into a benefits category as well as an employment category. We’ve included some typical record classes for reference.

    Record class code

    Within record classes are record class codes to help organize data even further. Regardless of whether your record classes are saved in the cloud, on a hard drive, or a data room states away, you want to classify them according to a specific code to communicate to stakeholders what the retention requirement is.

    Note: Certain record classes may belong to more than one business function. For example, your compliance, audit, and IT teams may have to collaborate on a security audit. Regardless, make sure you stick to one code for that record class.

    Retention period

    Input the retention period for the corresponding record class. Remember, always take legal requirements into consideration first. If there are no legal requirements, consider business needs then operational efficiency to determine what to retain or delete.

    Again, keep in mind there may be different retention periods for different record classes. Assess them on an individual basis.

    Retention citation

    If applicable, link to the citation that is driving the retention period. This way, you can easily access it for reference. They recommend conducting a refresh of your retention citations every two years to check for any updates.

    Data sources

    It’s so important to document where the data within each record class lives. This way, you’ll know exactly where to collect data from in the case of litigation, data subject access requests, or any matter thrown your way.

    Tip: The second tab of their data retention policy template will dive deeper into retention within data sources.

    PII documentation

    Check the box if the corresponding record class contains PII. By taking note of which record classes contain PII, you can better respond to sensitive privacy matters down the line.

    Authorized manager

    Ask who is authorized to retain, delete, or archive data. Assign this person(s) as the authorized manager. They will oversee the entire lifecycle of their respective record classes.


    Use this column to jot down any information that might be relevant about the corresponding record class. Is there a specific way this data needs to be archived or deleted? Is there a limitation in the data source that requires regular maintenance? It could be helpful to keep knowledge like this on hand.

    Part 2: Retention and discovery overview for cloud applications

    Go to the second tab of their data retention policy template to locate a retention and discovery overview for cloud applications. This section gives you a high-level overview of these apps’ native capabilities and limitations when it comes to data retention and eDiscovery. Chances are you already have a few of these apps in your tech stack, but if you don’t, feel free to add data sources and research of your own.

    Cloud collaboration/communication apps

    Here, we’ve listed some of today’s most popular cloud collaboration/communication apps. This is not an exhaustive list; they focus on the apps that we’ve found present the most challenges for data preservation and discovery and thus are likely the most helpful to analyze.

    Data types

    In this column, they list the data types they believe are worth preserving within each app. You may add or subtract to this list based on your individual needs.

    Native retention settings

    Here’s a breakdown of each app’s native retention settings and any limitations they know of. Note that new updates are being made all the time. Be sure to check in with your admin and the vendors themselves to get the latest updates and understand how your organization’s plan stacks up to changing legal and compliance requirements.

    Native eDiscovery method

    Here’s a breakdown of each app’s native eDiscovery methods and any limitations they know of. It’s crucial to have an eDiscovery method in place to help you find and take action on data at a moment’s notice.

    Tip: Onna eDiscovery is compatible with all of the apps you see on this list.

    Permission level/license

    In this column, outline the specific permission levels or licensing tiers required to access and modify data retention settings within each application. Cloud platforms frequently differentiate features and capabilities based on user roles or licensing subscriptions.

    Understanding the necessary permission level or license tier helps ensure that designated personnel have proper access to manage retention policies effectively. It also assists in budgeting and planning decisions, especially when enhanced data management capabilities are tied to premium licensing options.

    Default retention

    This column is intended to provide information about the standard data retention duration set by each application by default. Default periods serve as a baseline from which organizations can make informed decisions about customizing or extending retention settings to meet their specific needs.

    Types of API

    In this column, indicate the types of Application Programming Interfaces (APIs) offered by each application. Understanding the available types of APIs is crucial for determining how easily and effectively you can manage, retain, and discover the data within each respective platform.

    Ready to take your information governance practices to the next level?

    And there you have it — the best data retention policy template to get you started on your information governance journey. They hope this template helps sharpen your data retention efforts, regardless of your organization’s data retention maturity.

    Remember to customize your template to your unique needs, foster cross-collaboration with other departments, and constantly monitor updates to laws, regulations, and technology. If you do this, your data retention policy will be sure to remain a cornerstone for security, compliance, information governance, and invaluable business insights for years to come.


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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 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.


    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:


    • 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


    • 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