Tabla de Contenidos: “…Economic weight of SOEs; Table 3. Listed companies with state ownership of at least 10% of common stock; Figure 6. …”

Tabla de Contenidos: “…Employers can lower health care costs and productivity losses by implementing WHWP -- 3.3.2. Companies implementing health and well-being programmes are viewed as attractive and responsible employers -- 3.3.3. …”

“…Working From Home For Dummies , gathers the expertise of multiple industry experts, featuring best of the best content from Virtual Teams For Dummies, Managing For Dummies, 3E, Company Culture For Dummies, Zoom For Dummies, Microsoft Teams For Dummies, Slack For Dummies, Mindfulness For Dummies, 3E , and Stretching For Dummies , as well as new material from award-winning author Tara Powers on setting expectations and boundaries, and more. …”

Tabla de Contenidos: “…2.6 Potential Conflicts of Interest in Banking2.7 Today's Large Banks; 2.8 The Risks Facing Banks; Summary; Further Reading; Practice Questions and Problems; Further Questions; CHAPTER 3 Insurance Companies and Pension Plans; 3.1 Life Insurance; 3.2 Annuity Contracts; 3.3 Mortality Tables; 3.4 Longevity and Mortality Risk; 3.5 Property-Casualty Insurance; 3.6 Health Insurance; 3.7 Moral Hazard and Adverse Selection; 3.8 Reinsurance; 3.9 Capital Requirements; 3.10 The Risks Facing Insurance Companies; 3.11 Regulation; 3.12 Pension Plans; Summary; Further Reading…”

Tabla de Contenidos: “…9 1.1.4 FTC June 2015 Guidance on Data Security 11 1.1.5 FTC Protecting Personal Information Guide 14 1.1.6 Lessons from FTC Cybersecurity Complaints 15 1.1.6.1 Failure to Secure Highly Sensitive Information 16 1.1.6.1.1 Use Industry-Standard Encryption for Sensitive Data 16 1.1.6.1.2 Routine Audits and Penetration Testing are Expected 17 1.1.6.1.3 Health-Related Data Requires Especially Strong Safeguards 18 1.1.6.1.4 Data Security Protection Extends to Paper Documents 19 1.1.6.1.5 Business-to-Business Providers also are Accountable to the FTC For Security of Sensitive Data 20 1.1.6.1.6 Companies are Responsible for the Data Security Practices of Their Contractors 22 1.1.6.1.7 Make Sure that Every Employee Receives Regular Data Security Training for Processing Sensitive Data 23 1.1.6.1.8 Privacy Matters, Even in Data Security 23 1.1.6.1.9 Limit the Sensitive Information Provided to Third Parties 24 1.1.6.2 Failure to Secure Payment Card Information 24 1.1.6.2.1 Adhere to Security Claims about Payment Card Data 24 1.1.6.2.2 Always Encrypt Payment Card Data 25 1.1.6.2.3 Payment Card Data Should be Encrypted Both in Storage and at Rest 26 1.1.6.2.4 In-Store Purchases Pose Significant Cybersecurity Risks 26 1.1.6.2.5 Minimize Duration of Storage of Payment Card Data 28 1.1.6.2.6 Monitor Systems and Networks for Unauthorized Software 29 1.1.6.2.7 Apps Should Never Override Default App Store Security Settings 29 1.1.6.3 Failure to Adhere to Security Claims 30 1.1.6.3.1 Companies Must Address Commonly Known Security Vulnerabilities 30 1.1.6.3.2 Ensure that Security Controls are Sufficient to Abide by Promises about Security and Privacy 31 1.1.6.3.3 Omissions about Key Security Flaws can also be Misleading 33 1.1.6.3.4 Companies Must Abide by Promises for Security-Related Consent Choices 33 1.1.6.3.5 Companies that Promise Security Must Ensure Adequate Authentication Procedures 34 1.1.6.3.6 Adhere to Promises about Encryption 35 1.2 State Data Breach Notification Laws 36 1.2.1 When Consumer Notifications are Required 37 1.2.1.1 Definition of Personal Information 37 1.2.1.2 Encrypted Data 38 1.2.1.3 Risk of Harm 39 1.2.1.4 Safe Harbors and Exceptions to Notice Requirement 39 1.2.2 Notice to Individuals 40 1.2.2.1 Timing of Notice 40 1.2.2.2 Form of Notice 40 1.2.2.3 Content of Notice 41 1.2.3 Notice to Regulators and Consumer Reporting Agencies 41 1.2.4 Penalties for Violating State Breach Notification Laws 42 1.3 State Data Security Laws 42 1.3.1 Oregon 43 1.3.2 Rhode Island 45 1.3.3 Nevada 45 1.3.4 Massachusetts 46 1.4 State Data Disposal Laws 49 2 Cybersecurity Litigation 51 2.1 Article III Standing 52 2.1.1 Applicable Supreme Court Rulings on Standing 53 2.1.2 Lower Court Rulings on Standing in Data Breach Cases 57 2.1.2.1 Injury-in-Fact 57 2.1.2.1.1 Broad View of Injury-in-Fact 57 2.1.2.1.2 Narrow View of Injury-in-Fact 60 2.1.2.2 Fairly Traceable 62 2.1.2.3 Redressability 63 2.2 Common Causes of Action Arising from Data Breaches 64 2.2.1 Negligence 64 2.2.1.1 Legal Duty and Breach of Duty 65 2.2.1.2 Cognizable Injury 67 2.2.1.3 Causation 69 2.2.2 Negligent Misrepresentation or Omission 70 2.2.3 Breach of Contract 72 2.2.4 Breach of Implied Warranty 76 2.2.5 Invasion of Privacy by Publication of Private Facts 80 2.2.6 Unjust Enrichment 81 2.2.7 State Consumer Protection Laws 82 2.3 Class Action Certification in Data Breach Litigation 84 2.4 Insurance Coverage for Cybersecurity Incidents 90 2.5 Protecting Cybersecurity Work Product and Communications from Discovery 94 2.5.1 Attorney-Client Privilege 96 2.5.2 Work Product Doctrine 98 2.5.3 Non-Testifying Expert Privilege 101 2.5.4 Applying the Three Privileges to Cybersecurity: Genesco v. …”

Tabla de Contenidos: “…2.1 Introduction2.2 Background; 2.2.1 Context of the PC Industry; 2.2.2 Definitions of Servitization; 2.2.3 Benefits and Challenges of Servitization; 2.2.3.1 Benefits of Servitization; 2.2.3.2 Challenges of Servitization; 2.2.3.3 Conceptual Research Framework; 2.3 Research Methodology; 2.3.1 Case Study; 2.3.2 Case Company A; 2.3.3 Case Company B; 2.4 Servitization Strategy for PC Industry; 2.4.1 Strategic Priorities; 2.4.1.1 Product-Centric Servitization Strategy; 2.4.1.2 Service-Centric Servitization Strategy; 2.4.2 Capability Requirements…”

Tabla de Contenidos: “…Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Introduction -- A New Version of American Life -- Part 1 The Power of Youtube -- Chapter 1 YouTube Marketing Power -- A New Marketing Option -- A Challenge for Businesses -- Our Journey on YouTube -- Our Goals on YouTube -- Finding Your Way to Business Benefits -- Chapter 2 24 Business Benefits of YouTube Marketing -- Traffic to Your Website from YouTube -- Social Discovery on YouTube -- Selling Goods and Services -- Brand Building -- Conclusions -- Chapter 3 Why Companies Fail at YouTube Marketing -- The Corporate Challenges -- I'm That Guy -- Why Entrepreneurs Have It Easier -- Your First Step Toward a Marketing Plan -- There Are Only Three Possible Uses for YouTube -- The Most Common Mistake -- The Second Most Common Mistake -- Conclusions -- Part 2 Getting Started Successfully -- Chapter 4 There Are Only Two Reasons People Will Watch Your Video -- The Two Reasons People Will Watch Your Video -- Always Capitalize on the Two Reasons -- Good Ways to Capitalize on the Two Reasons -- Effective Video Styles That Resonate with the Two Reasons -- Chapter 5 Defining Your Style -- Our Challenges at Liberty Jane Clothing -- The On-Screen Persona -- Common On-Screen Personas -- Close Up with Rhett & Link -- Chapter 6 Seven Ways to Get Your Videos Done -- The System is the Solution -- 1. …”

Tabla de Contenidos:

Tabla de Contenidos: “…2.13 Workers' Compensation Is Tax Free -- 2.14 Disability Pay and Pensions -- 2.15 Stock Appreciation Rights (SARs) -- 2.16 Stock Options -- 2.17 Election to Defer Income on Qualified EquityGrants from Private Companies (Section 83(i) election) -- 2.18 Restricted Stock -- Chapter 3 Fringe Benefits -- 3.1 Tax-Free Health and Accident Coverage Under Employer Plans -- 3.2 Health Savings Accounts (HSAs) and Archer MSAs -- 3.3 Reimbursements and Other Tax-Free Payments From Employer Health and Accident Plans -- 3.4 Group-Term Life Insurance Premiums -- 3.5 Dependent Care Assistance -- 3.6 Adoption Benefits -- 3.7 Education Assistance Plans -- 3.8 Company Cars, Parking, and Transit Passes -- 3.9 Working Condition Fringe Benefits -- 3.10 De Minimis Fringe Benefits -- 3.11 Employer-Provided Retirement Advice -- 3.12 Employee Achievement Awards -- 3.13 Employer-Furnished Meals or Lodging -- 3.14 Minister's Housing or Housing Allowance -- 3.15 Cafeteria Plans Provide Choice of Benefits -- 3.16 Flexible Spending Arrangements -- 3.17 Company Services Provided at No Additional Cost -- 3.18 Discounts on Company Products or Services -- Chapter 4 Dividend and Interest Income -- 4.1 Reporting Dividends and Mutual Fund Distributions -- 4.2 Qualified Corporate Dividends Taxed at Favorable Capital Gain Rates -- 4.3 Dividends From a Partnership, S Corporation, Estate, or Trust -- 4.4 Real Estate Investment Trust (REIT) Dividends -- 4.5 Taxable Dividends of Earnings and Profits -- 4.6 Stock Dividends on Common Stock -- 4.7 Dividends Paid in Property -- 4.8 Taxable Stock Dividends -- 4.9 Who Reports the Dividends -- 4.10 Year Dividends Are Reported -- 4.11 Distribution Not Out of Earnings: Return of Capital -- 4.12 Reporting Interest on Your Tax Return -- 4.13 Interest on Frozen Accounts Not Taxed -- 4.14 Interest Income on Debts Owed to You…”

Tabla de Contenidos: “…-- Human Resources -- Occupational Health -- Health Promotion Specialists -- Lifestyle Medicine -- The Well-Being Culture Building Blocks -- How I Help Hopkins Get Healthy -- That's a Wrap-Let's Get Started -- Chapter 2 Getting Personal: How Our Subcultures Influence Our Well-Being -- Influence of Subcultures on Lifestyle Habits -- The Remote Worker Subculture -- How to Support Healthy Subcultures -- Supporting Subcultures Gathered Around Healthy Themes -- Customize the Organizational Experience at the Team Level -- Talk About Health and Well-Being -- Give Your Leaders Driving Lessons -- How I Help Hopkins Get Healthy -- Pushing Back on Unhealthy Subcultures -- Cultural Health Awareness -- How I Help Hopkins Get Healthy -- That's a Wrap -- Chapter 3 Best Companies Value Well-Being: Shared Values -- The Value of Shared Values -- Choosing the Shared Values -- Make Well-Being a Shared Vision -- Characteristics of a Shared Vision -- Sharing the Well-Being Values and Vision -- Maybe Not Everyone Agrees -- Making the Shared Values Come to Life -- Include Employee Health and Well-Being in the Annual Performance Evaluation -- That's a Wrap -- Chapter 4 Oh, the Weather Outside Is Frightful: Social Climate -- Getting to Know Your Community of Meteorologists -- Onboarding -- Meet and Greet -- Vulnerability and Trust…”

Tabla de Contenidos: “…-- Culture Doesn't Make Us Do Anything -- Myth 3: One Company, One Culture -- Problem 1: Cultural Boundaries Overlap -- Problem 2: Region, Nation, and Language -- Problem 3: Network Size Limits Culture -- Myth 4: Culture Is What We Say We Care About -- Problem 1: Norms Aren't the Whole Story -- Caveat 1: Context Matters -- Caveat 2: Group Membership Matters -- Caveat 3: Task Matters -- The Problem with Culture as Values -- Problem 1: "Values" Means Different Things to Different People -- Problem 2: Values Are Expectations, Not Behaviors -- Problem 3: Values Need to Be Already Socialized to Be Adopted -- Problem 4: Some Values Are Compensations for Deeper Cultural Forces -- Problem 5: Values Cannot Be Instilled by Telling People What to Value -- Lived Culture -- Myth 5: Culture Is Employee Well-Being -- Problem 1: Attitudes and Opinions Are Not Culture -- Problem 2: How We Behave Does Not Reflect How We Feel (or Think) -- Problem 3: Measuring Items Out of Range -- The Gap between Myth and Science -- Notes…”

Tabla de Contenidos: “…-- Before the cloud -- The cloud comes into play -- A paradigm shift -- Hidden on-premises costs -- Back to the present -- The FinOps Foundation -- The three pillars of FinOps -- Inform -- Example (the Inform pillar) -- Optimize -- Example (the Optimize pillar) -- Operate -- Example (the Operate pillar) -- Summary -- Chapter 2: Understanding How FinOps Fits into Cloud Governance -- The Well-Architected Framework - an introduction -- FinOps as part of bigger governance -- FinOps + Agile methodologies -- FinOps, Infrastructure as Code, CI/CD, and DevOps -- FinOps and change management -- Tailoring a FinOps approach for each organization -- Scenario 1 - companies not yet in the cloud or beginning their journey to it -- Scenario 2 - companies already in the cloud but not mature enough or that have non-optimized workloads -- Scenario 3 - big companies with strong cloud maturity -- Scenario 4 - companies focused on generating cloud cost savings -- Selecting the right tools for the job -- Base tools -- Market tools -- Other interesting tools -- Summary -- Part 2: Inform - How to Increase Cost Visibility -- Chapter 3: Designing and Executing the Tagging and Naming Convention Strategies -- The importance of naming conventions and tagging in FinOps -- Why are naming conventions significant? …”

Tabla de Contenidos: “…Case study for OnDemand z/OS -- 14.1 International financial services company -- 14.1.1 Background -- 14.1.2 Backup, recovery, and high availability approach -- 14.2 Communications services company -- 14.2.1 Background -- 14.2.2 Backup, recovery, and high availability approach -- 14.3 Manufacturing company -- 14.3.1 Background -- 14.3.2 Backup, recovery, and high availability approach -- Part 5 Appendixes -- Appendix A. …”

“…The authors use examples from direct experience in corporate human resources leadership at three different companies to illustrate three different strategies in action…”

Tabla de Contenidos: “…8.4.7 Average Range of Mark-Up -- 8.4.8 Mark-Up Distribution -- 8.4.9 Mark-Up Range -- 8.4.10 Summary and Conclusion from the Study -- References -- Solved Examples -- Review Questions -- Chapter 9: Construction Equipment Management -- 9.1 Introduction -- 9.2 Classification of Construction Equipments -- 9.3 Factors Behind the Selection of Construction Equipments -- 9.3.1 Economic Considerations -- 9.3.2 Company-Specific -- 9.3.3 Site-Specific -- 9.3.4 Equipment-Specific -- 9.3.5 Client- and Project-Specific -- 9.3.6 Manufacturer-Specific -- 9.3.7 Labour Consideration -- 9.4 Earthwork Equipments -- 9.5 Concreting Equipments -- 9.6 Hoisting Equipments -- 9.6.1 Hoists -- 9.6.2 Cranes -- 9.7 Plant and Equipment Acquisition -- 9.8 Depreciation -- 9.9 Depreciation and Taxation -- 9.10 Methods of Calculating Depreciation -- 9.10.1 Straight-Line Method -- 9.10.2 Sum of Years Digit Method -- 9.10.3 Declining Balance Method -- 9.10.4 Sinking Fund Method -- 9.10.5 Accelerated Depreciation -- 9.11 Example of Depreciation Calculations for Equipment at a Site -- 9.12 The Effect of Depreciation and Tax on Selection of Alternatives -- 9.13 Evaluating Replacement Alternatives -- 9.14 Advanced Concepts in Economic Analysis -- 9.14.1 Sensitivity Analysis -- 9.14.2 Breakeven Analysis -- Solved Examples -- References -- Review Questions -- Chapter 10: Construction Accounts Management -- 10.1 General -- 10.2 Principles of Accounting -- 10.3 Accounting Process -- 10.4 Construction Contract Revenue Recognition -- 10.4.1 Cash Method of Revenue Recognition -- 10.4.2 Straight Accrual Method of Revenue Recognition -- 10.4.3 Completed Contract Method of Revenue Recognition -- 10.4.4 Percentage of Completion Method of Revenue Recognition -- 10.5 Construction Contract Status Report -- 10.6 Limitations of Accounting -- 10.7 Balance Sheet -- 10.7.1 Liabilities -- 10.7.2 Assets…”

Tabla de Contenidos: “…Cover -- Contents -- Preface -- Acknowledgements -- Chapter 1: Corporate Accounting (Company Accounts)-Issue of Share Capital -- 1.1 Definition -- 1.2 Characteristics of a Company -- 1.3 Kinds of Companies (or) Types of Companies -- 1.3.1 Statutory Companies -- 1.3.2 Government Company -- 1.3.3 Foreign Company -- 1.3.4 Holding Company -- 1.3.5 Subsidiary Company -- 1.3.6 Registered Company -- 1.3.7 Listed Company -- 1.3.8 Private Company -- 1.3.9 Limited Company -- 1.3.10 Unlimited Company -- 1.3.11 Distinction between Private Company and Public Limited Company -- 1.4 Privileges of a Private Limited Company -- 1.5 Documents -- 1.5.1 Memorandum of Association -- 1.5.2 Articles of Association -- 1.5.3 Certificate of Incorporation -- 1.5.4 Prospectus -- 1.5.5 Certificate of Commencement of Business -- 1.6 Share Capital -- 1.6.1 Authorized Capital (Nominal/Registered Capital) -- 1.6.2 Issued Capital -- 1.6.3 Subscribed Capital -- 1.6.4 Called-up Capital -- 1.6.5 Paid-up Capital -- 1.6.6 Uncalled Capital -- 1.6.7 Reserve Capital -- 1.7 Differences Between "Capital Reserve" and "Reserve Capital" -- 1.8 Shares of a Company -- 1.8.1 Meaning -- 1.8.2 Classes of Shares -- 1.8.2.1 Preference Share -- 1.8.3 Types or Kinds of Preference Shares -- 1.8.3.1 On the Basis of Dividend Right -- 1.8.3.2 On the Basis of Participation in Surplus Profits -- 1.8.3.3 On the Basis of Recovery of Capital -- 1.8.3.4 On the Basis of Conversion into Equity Shares -- 1.8.3.5 Guaranteed Preference Share -- 1.9 Equity Shares -- 1.9.1 Distinction Between Preference Share and Equity Share -- 1.10 Management of Companies -- 1.10.1 Shareholders -- 1.10.2 Board of Directors -- 1.10.3 Managing Director -- 1.10.4 Manager -- 1.11 General Meetings of the Company -- 1.11.1 Statutory Meeting -- 1.11.2 Annual General Meeting -- 1.11.3 Extraordinary General Meeting -- 1.12 Quorum…”

“…"Frank Slootman is the only CEO to take three massive companies public and has led two of the world's fastest growing enterprise tech companies of all time. …”

Tabla de Contenidos: “…2.3 Computer storage technologies -- 2.3.1 Punched cards - Hollerith and IBM -- 2.3.2 Punched paper tapes -- 2.3.3 Handwriting recognition -- 2.3.4 Delay line memories -- 2.3.5 Core memories -- 2.3.6 Semiconductor memories -- 2.3.7 Redundant array of Independent Memories - RAIM -- 2.3.8 Magnetic Random Access Memory - MRAM -- 2.3.9 Magnetic tapes and tape libraries -- 2.3.10 An analytical model for a tape library -- 2.3.11 Summary of a recent article on magnetic tapes -- 2.3.12 Origins of Hard Disk Drives - HDDs -- 2.3.13 HDD manufacturers -- 2.3.14 Storage technologies expected to replace disk drives -- 2.3.15 Magnetic bubble memories -- 2.3.16 Charged Couple Devices - CCDs -- 2.3.17 Micro-Electro-Mechanical Systems - MEMS -- 2.3.18 IBM Zurich millipede -- 2.3.19 Phase Change Memory - PCM -- 2.3.20 Flash memories -- 2.3.21 Companies producing flash memories -- 2.3.22 Elevating commodity storage with the SALSA host translation layer -- 2.3.23 Flash SSD versus magnetic HDD pricing -- 2.3.24 Pure Storage design of Purity -- 2.3.25 Intel/Micron 3D_XPoint Optane Memory -- 2.3.26 Processing In Memory - PIM -- 2.3.27 Universal memory technology - UltraRAM -- 2.3.28 Racetrack memory -- 2.3.29 Optical storage -- 2.3.30 Holographic memory -- 2.3.31 M-DISC and storage longevity -- 2.3.32 Persistent and NonVolatile Memory - NVM -- 2.3.33 Glass as a new storage medium -- 2.3.34 DNA based archival storage system -- 2.4 Reliability studies of DRAM, HDDs, &amp -- flash SSDs -- 2.4.1 Flash SSD reliability at Facebook, Google &amp -- NetApp -- 2.5 Storage Networking Industry Association - SNIA -- 2.5.1 Solid state storage performance -- 2.5.2 Persistent Memory Forum -- 2.5.3 Computational storage -- 2.6 Big data and its sources -- 2.7 Sources of storage content -- 2.8 Ranking and description of media companies -- 2.9 Sources of news: newspapers, radio and TV stations…”

Tabla de Contenidos: “…Intro -- Think Like a CTO -- Copyright -- dedication -- contents -- front matter -- foreword -- preface -- acknowledgments -- about this book -- Who should read this book -- How this book is organized: A roadmap -- liveBook discussion forum -- about the author -- 1 The Chief Technology Officer (CTO) -- 1.1 What makes a Chief Technology Officer -- 1.2 Different types of CTOs -- 1.2.1 Prestartup, in name only -- 1.2.2 Funded startup: The technology expert with money -- 1.2.3 Established company: Their first CTO -- 1.2.4 Established company with CTO -- 1.3 Determining whether we need a CTO -- 1.4 Evolution from engineer -- 1.4.1 The first 100 days -- 1.5 Top 10 qualities for a CTO -- Summary -- Checklist -- 2 Managing up -- 2.1 Partnering with your CEO -- 2.1.1 The office of the CEO -- 2.1.2 Types of CEOs -- 2.1.3 Setting the tone -- 2.1.4 Tips for a successful partnership -- 2.2 Counting on your CFO -- 2.2.1 Getting a handle on your expenditures -- 2.2.2 Reaching out -- 2.3 Working with peers -- 2.3.1 Know your company -- 2.3.2 Speak their language -- 2.3.3 Find their pain -- 2.3.4 Think strategically -- 2.4 Taking over from another CTO -- 2.4.1 Celebrate, not disparage -- 2.4.2 Speak to the outgoing CTO -- 2.4.3 Discover the team -- 2.5 Presenting to the board -- 2.5.1 Know your audience -- 2.5.2 Format of the meeting -- 2.5.3 Your role -- 2.5.4 The dos and don'ts -- 2.6 Communications -- 2.6.1 Internal -- 2.6.2 External -- 2.7 Internal politics -- 2.7.1 The major types -- 2.7.2 Mitigating politics -- 2.8 Change management -- 2.8.1 Boiling the frog -- 2.8.2 Excitement committee -- 2.8.3 Valley of anguish -- 2.8.4 Consequences -- Summary -- Checklist -- 3 Visionary planning -- 3.1 The grand vision -- 3.1.1 The "what"/"why" part -- 3.1.2 The "how" part -- 3.1.3 Define success -- 3.2 Engaging with clients -- 3.2.1 Know your client…”