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.

Wo erhalte ich vollständige Informationen über SPHR?

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HR SPHR : Senior Professional in Human Resources (HRCI SPHR) ACTUAL EXAM QUESTIONS

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Exam Number : SPHR
Exam Name : Senior Professional in Human Resources (HRCI SPHR)
Vendor Name : HR
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SPHR test Format | SPHR Course Contents | SPHR Course Outline | SPHR test Syllabus | SPHR test Objectives


Showcase the HR leadership recognition you deserve with the Senior Professional in Human Resources® (SPHR®) from HR Certification Institute® (HRCI®). The SPHR demonstrates your mastery of the strategic and policy-making aspects of HR management as practiced in the U.S. The credential is designed for big-picture thinkers responsible for planning rather than implementing HR policy. Organizations seek out SPHR professionals for their proven accountability for HR department goals, for breadth and depth of knowledge in all HR disciplines, and for understanding business issues beyond the HR function.



Exam time: 3 hours

Exam length: 150 scored questions (mostly multiple-choice) + 25 pretest questions

Computer-based test at a Pearson VUE testing center



Leadership and Strategy (40%)

Talent Planning and Acquisition (16%)

Learning and Development (12%)

Total Rewards (12%)

Employee Relations and Engagement (20%)



01 Develop and execute HR plans that are aligned to the organizations strategic plan
(for example: HR strategic plans, budgets, business plans, service delivery plans, HRIS, technology)

02 Evaluate the applicability of federal laws and regulations to organizational strategy
(for example: policies, programs, practices, business expansion/reduction)

03 Analyze and assess organizational practices that impact operations and people management to
decide on the best available risk management strategy (for example: avoidance, mitigation, acceptance)

04 Interpret and use business metrics to assess and drive achievement of strategic goals
and objectives (for example: key performance indicators, financial statements, budgets)

05 Design and evaluate HR data indicators to inform strategic actions within the organization
(for example: turnover rates, cost per hire, retention rates)

06 Evaluate credibility and relevance of external information to make decisions and recommendations (for example: salary data, management trends, published surveys and studies, legal/regulatory analysis)

07 Contribute to the development of the organizational strategy and planning (for example: vision, mission, values, ethical conduct)

08 Develop and manage workplace practices that are aligned with the organizations statements of vision, values, and ethics to shape and reinforce organizational culture

09 Design and manage effective change strategies to align organizational performance with the organizations strategic goals

10 Establish and manage effective relationships with key stakeholders to influence organizational behavior and outcomes



01 Vision, mission, and values of an organization and applicable legal and regulatory requirements

02 Strategic planning process

03 Management functions, including planning, organizing, directing, and controlling

04 Corporate governance procedures and compliance

05 Business elements of an organization (for example: products, competition, customers, technology, demographics, culture, processes, safety and security)

06 Third-party or vendor selection, contract negotiation, and management, including development of requests for proposals (RFPs)

07 Project management (for example: goals, timetables, deliverables, and procedures)

08 Technology to support HR activities

09 Budgeting, accounting, and financial concepts (for example: evaluating financial statements,
budgets, accounting terms, and cost management)

10 Techniques and methods for organizational design (for example: outsourcing, shared services,
organizational structures)

11 Methods of gathering data for strategic planning purposes (for example: Strengths, Weaknesses,
Opportunities, and Threats [SWOT], and Political, Economic, Social, and Technological [PEST])

12 Qualitative and quantitative methods and tools used for analysis, interpretation,
and decision making purposes

13 Change management processes and techniques

14 Techniques for forecasting, planning, and predicting the impact of HR activities and programs
across functional areas

15 Risk management

16 How to deal with situations that are uncertain, unclear, or chaotic



01 Evaluate and forecast organizational needs throughout the business cycle to create or develop
workforce plans (for example: corporate restructuring, workforce expansion, or reduction)

02 Develop, monitor, and assess recruitment strategies to attract desired talent
(for example: labor market analysis, compensation strategies, selection process, onboarding,
sourcing and branding strategy)

03 Develop and evaluate strategies for engaging new employees and managing cultural integrations
(for example: new employee acculturation, downsizing, restructuring, mergers and acquisitions,
divestitures, global expansion)



17 Planning techniques (for example: succession planning, forecasting)

18 Talent management practices and techniques (for example: selecting and
assessing employees)

19 Recruitment sources and strategies

20 Staffing alternatives (for example: outsourcing, temporary employment)

21 Interviewing and selection techniques and strategies

22 Impact of total rewards on recruitment and retention

23 Termination approaches and strategies

24 Employee engagement strategies

25 Employer marketing and branding techniques

26 Negotiation skills and techniques

27 Due diligence processes (for example: mergers and acquisitions, divestitures)



28 Transition techniques for corporate restructuring, mergers and acquisitions, offshoring,
and divestitures

29 Methods to assess past and future staffing effectiveness (for example: cost per hire,
selection ratios, adverse impact)



01 Develop and evaluate training strategies (for example: modes of delivery, timing, content)
to increase individual and organizational effectiveness

02 Analyze business needs to develop a succession plan for key roles (for example: identify talent,
outline career progression, coaching and development) to promote business continuity

03 Develop and evaluate employee retention strategies and practices (for example: assessing talent,
developing career paths, managing job movement within the organization)



30 Training program design and development

31 Adult learning processes

32 Training and facilitation techniques

33 Instructional design principles and processes (for example: needs analysis, content chunking,
process flow mapping)

34 Techniques to assess training program effectiveness, including use of applicable metrics

35 Career and leadership development theories and applications

36 Organizational development (OD) methods, motivation methods, and problem-solving techniques

37 Coaching and mentoring techniques

38 Effective communication skills and strategies (for example: presentation, collaboration, sensitivity)

39 Employee retention strategies

40 Techniques to encourage creativity and innovation



01 Analyze and evaluate compensation strategies (for example: philosophy, classification, direct,
indirect, incentives, bonuses, equity, executive compensation) that attract, reward, and retain talent

02 Analyze and evaluate benefit strategies (for example: health, welfare, retirement, recognition
programs, work-life balance, wellness) that attract, reward, and retain talent



41 Compensation strategies and philosophy

42 Job analysis and evaluation methods

43 Job pricing and pay structures

44 External labor markets and economic factors

45 Executive compensation methods

46 Non-cash compensation methods

47 Benefits program strategies

48 Fiduciary responsibilities

49 Motivation concepts and applications

50 Benchmarking techniques



01 Design and evaluate strategies for employee satisfaction (for example: recognition, career path)
and performance management (for example: performance evaluation, corrective action, coaching)

02 Analyze and evaluate strategies to promote diversity and inclusion

03 Evaluate employee safety and security strategies (for example: OSHA, HIPAA, emergency
response plan, building access, data security/privacy)

04 Develop and evaluate labor strategies (for example: collective bargaining, grievance program,
concerted activity, staying union free, strategically aligning with labor)



51 Strategies to facilitate positive employee relations

52 Methods for assessing employee attitudes, opinions, and satisfaction

53 Performance management strategies

54 Human relations concepts and applications

55 Ethical and professional standards

56 Diversity and inclusion concepts and applications

57 Occupational injury and illness prevention techniques

58 Workplace safety and security risks, and strategies

59 Emergency response, business continuity and disaster recovery strategies

60 Internal investigation, monitoring, and surveillance techniques

61 Data security and privacy

62 The collective bargaining process, strategies, and concepts (for example:
contract negotiation, costing, administration)



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HR Senior test prep

 

KnowBe4 Phishing Test Results Reveal Half of Top Malicious Email Subjects Are HR Related

TAMPA BAY, Fla., July 25, 2023 /PRNewswire/ -- KnowBe4, the provider of the world's largest security awareness training and simulated phishing platform, today announced the results of its Q2 2023 top-clicked phishing report. The results include the top email subjects clicked on in phishing tests and reflect the use of HR business-related messages that pique interest from employees and can potentially affect them.

Phishing emails continue to be one of the most common methods to effectively perpetuate malicious attacks on organizations around the globe. Cybercriminals are constantly refining their strategies to stay up-to-date with market trends and outsmart end users and organizations by creating phishing email subjects that are realistic and believable. They prey on emotions and aim to cause distress, confusion, panic or even excitement in order to entice someone to click on a phishing link or malicious attachment. In fact, KnowBe4's 2023 Phishing by Industry Benchmarking Report revealed that nearly one in three users are likely to click on a suspicious link or comply with a fraudulent request.

Phishing tactics are changing with the increasing trend of cybercriminals using email subjects coming from HR related to dress code changes, training notifications, vacation updates and more. These are effective because they may cause a person to react before thinking logically about the legitimacy of the email and have the potential to impact an employee's personal life and professional workday.

Holiday phishing email subjects were also utilized this quarter with four out of the five top holiday email subjects appearing to have come from HR. Incentives referring to national holidays such as Juneteenth and the Fourth of July, holiday celebrations and schedule changes were used as bait for unsuspecting end users. Additionally, the report reflects the consistent trend of utilizing IT and online service notifications as well as tax-related email subjects.

"The threat of phishing emails remains as high as ever as cybercriminals continuously tweak their messages to be more sophisticated and seemingly credible," said Stu Sjouwerman, CEO, KnowBe4. "The trend of phishing emails revealed in the Q2 phishing report is especially concerning, as 50% of these emails appear to come from HR – a trusted and crucial department of so many, if not all organizations. These disguised emails take advantage of employee trust and typically incite action that can result in disastrous outcomes for the entire organization. New-school security awareness training for employees is crucial to help combat phishing and malicious emails by educating users on the most common cyber attacks and threats. An educated workforce is an organization's best defense and is essential to fostering and maintaining a strong security culture."

To download a copy of the Q2 2023 KnowBe4 Phishing Report infographic, visit here.

About KnowBe4

KnowBe4, the provider of the world's largest security awareness training and simulated phishing platform, is used by more than 60,000 organizations around the globe. Founded by IT and data security specialist Stu Sjouwerman, KnowBe4 helps organizations address the human element of security by raising awareness about ransomware, CEO fraud and other social engineering tactics through a new-school approach to awareness training on security. Kevin Mitnick, who was an internationally recognized cybersecurity specialist and KnowBe4's Chief Hacking Officer, helped design the KnowBe4 training based on his well-documented social engineering tactics. Tens of thousands of organizations rely on KnowBe4 to mobilize their end users as their last line of defense.


Abortion Drug Access Limits Unclear as Fight Goes to High Court

A potential rollback of FDA moves to make the popular abortion drug mifepristone more widely available moved a step closer with the Fifth Circuit’s decision against expanded access to the medication.

US Food and Drug Administration regulations allowing mifepristone to be mailed, taken later in pregnancy, and prescribed by non-physician medical professionals were found likely to be unlawful Aug. 16 by the conservative US Court of Appeals for the Fifth Circuit. Now the legal battle is heading for the US Supreme Court, where it’s unclear whether the justices will allow the regulations to stand.

The Fifth Circuit is “trying to turn the clock back by more than two decades and reimpose the rules governing mifepristone when it was first approved,” in 2000, Jennifer Dalven, director of the ACLU Reproductive Freedom Project, said during an Aug. 16 call with reporters.

If the high court sides with the Fifth Circuit, the impact on the availability of mifepristone will depend largely on how the FDA, the drug’s manufacturers, and health providers choose to respond to the decision, said David S. Cohen, a Drexel University law professor.

Without mifepristone, health providers could solely rely on the other medication in what’s currently a two-drug regimen—misoprostol—which wouldn’t be restricted should the Fifth Circuit decision survive an appeal.

Health providers could prescribe drugs for uses beyond those for which they are approved—a common practice in medicine. If the Supreme Court orders the FDA restrictions to return to what they were prior to 2016, off-label prescribing could include offering the drug to patients beyond the seven-week gestation restriction in the FDA’s previous safety program.

It’s also unclear how the manufacturers of the brand-name and generic versions of mifepristone—Danco Laboratories LLC and GenBioPro Inc.—would update product labeling, as well as safety materials and processes, to follow the court’s order, said Joshua Oyster, a Ropes & Gray LLP life sciences regulatory & compliance partner.

Medical societies, including the American College of Obstetricians and Gynecologists, have recommended using an alternative dosing of misoprostol on its own if mifepristone becomes unavailable.

“Providers can prescribe off-label and they don’t know if they will, or how many will,” Cohen said. “The FDA can refuse to enforce certain of its requirements and they don’t know if it will. Danco can refuse to follow certain requirements and test the waters to see if the FDA is going to do anything.”

The FDA also can use its enforcement discretion in deciding whether to act against anyone who violates access restrictions.

“Just like police officers don’t have to arrest everyone who goes 56 miles an hour in a 55 mile an hour speed limit zone, the FDA doesn’t have to arrest every single entity or go after every single entity that violates various restrictions related to FDA law,” Cohen said.

The US Department of Justice and Danco have said they plan to appeal.

A prospective Supreme Court decision could go either way, legal experts say. Conservative Justices Samuel Alito and Clarence Thomas made their positions known last spring when they dissented from an emergency order allowing the regulations to stay in effect.

Health law analysts say curtailed abortion medication access would significantly burden abortion clinics in blue states, already overwhelmed from serving residents of states where the procedures are severely restricted. Abortion pill mailing services would largely be prevented from shipping medications.

“This would be a radical departure from the way that abortion is practiced,” said Greer Donley, a University of Pittsburgh law professor specializing in reproductive health. “We’re making it harder for people to access the best care. All this is going to do is harm patient safety.”

Loosening Restrictions

Before 2016, patients could only take mifepristone in the US up to seven weeks into pregnancy, and had to get the drug in person from a certified physician, then complete a follow-up visit after 14 days.

After an extensive review of safety and efficacy data, the FDA expanded mifepristone’s use to up to 10 weeks into gestation, and allowed any certified health providers to prescribe the drug.

In 2021, during the Covid-19 public health emergency, the FDA allowed mifepristone to be prescribed via telehealth and distributed by mail. Later that year, the FDA permanently removed the in-person dispensing requirement, because the latest evidence demonstrated the rule was no longer necessary for safety.

Judge Jennifer Walker Elrod, who wrote the Fifth Circuit’s majority opinion, “dismissed out of hand all of the studies that the FDA relied on in making its decisions,” said Rachel Rebouche, dean of Temple University’s Beasley School of Law.

The Alliance Defending Freedom, a legal advocacy group that challenged the FDA’s approval of mifepristone, hailed the court ruling as a win for the organization and for the safety of patients who take mifepristone.

The decision “puts the FDA on notice as well as gives women a reason to maybe think twice about taking mifepristone unsupervised, certainly through the mail,” Erin Hawley, ADF’s senior counsel and vice president of the Center for Life and regulatory practice, said on a Aug. 16 call with reporters.

Curtailed Access

The Supreme Court’s 2022 decision in Dobbs v. Jackson Women’s Health Organization that there is no constitutional right to an abortion spurred a slew of state-level restrictions on reproductive health and multiple courtroom battles across the country.

The Fifth Circuit is “just adding to the logjam” spurred by a patchwork of state abortion restrictions since Dobbs, said Wendy Parmet, a Northeastern University law professor.

According to the Guttmacher Institute, over 40 states have a prohibition on abortion at some point during pregnancy. Thirteen states have an outright ban, according to the institute.

If upheld, the Fifth Circuit decision “will have this spillover into the nonrestrictive states,” Parmet said. “It’s going to make it more difficult there.”

That’s in part due to the popularity of the two-drug abortion medication regimen that includes mifepristone. Last year, the Guttmacher Institute noted that medication abortion accounted for over half of abortions in the US.

Nevertheless, patients will have to “increasingly rely on surgical abortions,” Parmet said. But easily going from one state to another for the procedure, Parmet added, “has proven to be exceptionally onerous and impossible for many people.”

The case is Alliance for Hippocratic Medicine v. US Food and Drug Administration, 5th Cir., No. 23-10362, 8/16/23.


‘Transformative’ blood test could explain a child’s fever in under an hour

A “transformative” blood test could identify what is causing a child’s fever in less than an hour, according to new research.

The test can distinguish between 18 different infections, including flu, malaria, tuberculosis, respiratory syncytial virus (RSV) and group B Streptococcus (GBS), allowing the correct treatment to begin straight away.

Typically doctors rely on their clinical judgment to order tests looking for a specific pathogen, which can take 72 hours or more to provide results.

A preliminary study of the new method, which looks for distinctive patterns of genes that are switched on and off as the body responds to each disease, is published for the first time today in the journal Cell Press Med.

Professor Michael Levin, chairman in paediatrics and international child health


 




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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