Category Archive Information Technology

Scapegoat TÜV Rheinland failure culture

How failures can drive innovation

There are failures, which must not happen because the extent of the damage is so monstrous. Exploding steam boilers, unmaintained power plants, or industrial plants endanger human lives. High-risk technology has therefore been regularly tested by the technical monitoring associations for over 100 years. Organizations also have rules, plans, and controlling routines in place to avoid failures or minimize damage. Governments also create legislation that defines correct behavior and the limits within which companies and their stakeholders are allowed to operate. However, this does not always prevent human error. Because people make mistakes. But: mistakes are valuable when causers and their organizations learn from them. However, this requires a culture of failure and learning. This is the only way to prevent repetitions and minimize financial and reputational damage. A culture of error and learning becomes a critical success factor for the introduction of agile corporate structures.

Unlike intentional actions, which may be punishable by law, failures are unintentional deviations from rules and regulations. In most cases, they have little impact. Often it doesn’t even turn out when employees make failures out of scabbiness or stress. The indirect consequences, however, can cause long-term damage. Poor service or recurring staff mistakes can lead to damage to reputation or to customer churn and lost revenue. If such errors happen in a hospital or nursing home, people can die as a result. If a faulty or manipulated software does not affect dozens but millions of customers, this can seriously get a company into trouble. Financial and reputational damage, as well as fines resulting from court rulings, can jeopardize the very existence of groups of companies. Economic history is full of companies that have relegated from the Champions League to the regional league or disappeared in just a few years.

Complexity, uncertainty and acceleration increase with digitalization

In contrast to the pre-digital age, the introduction of computers, the Internet, and algorithms to automate processes has increased speed. Innovation cycles follow at ever shorter intervals, forcing companies to act quickly as a result of global and digitally accelerated competitive pressure. Thinking and clean analysis are replaced by hectic activity. Errors are inevitable in such situations. In a study by Ernst & Young entitled “Error culture in German companies,” the consulting firm interviewed exactly 800 employees and 218 managers from the mechanical engineering, transport and logistics, automotive manufacturer and supplier, banking, and insurance sectors. Approximately 80 percent of managers stated that they had made failures in the last two years. As a result, they disrupted operations, delayed projects, and caused reputational damage. And according to the majority assessment of the employees, failures were also covered up in their companies. Because the employees said that only 45 percent of the managers could admit their errors. 57 percent of employees also believe that flaws in companies are covered up because employees have to fear that they will suffer consequences as messengers of bad news. And only 40 percent in top management talk openly about errors and thus give a positive signal that they deal with errors constructively and productively.

Development teams are more successful with a culture of error

In the reality of German companies, however, the culture and management of errors are rather bleak. Only nine percent of employees experience productive handling of errors in their company. And in only four percent, there is an error culture that promotes open communication across hierarchical levels. This finding is frightening, especially as there is probably a greater willingness at the team level to talk about failures. This is also urgently required because more and more companies are introducing agile project groups beyond IT development, delegating responsibility, and reducing hierarchical levels. As long as agile units achieve their goals, they are celebrated. If they fail and mistakes happen, old patterns of blaming and scapegoating often take hold. There is no systematic analysis to learn from failure. Agile units, however, make mistakes because they usually operate on treacherous terrain with a high degree of complexity and drive the transformation processes in a company forward. Only a systematically established error culture that functions at all levels and fast management of errors can remedy this situation. Companies could learn this from the agile development methods known from IT, such as Scrum, Design Thinking, and DevOps. Because here, productive handling of errors in the development process is part of the system. During the development of these programming methods, cost-benefit-oriented handling of failures has been established. Errors and their rapid elimination are institutionalized as usual. Since not all requirements can be known at the beginning of a complex IT project, since completely new functions prove to be useful in the development process and since feedback with the client also results in completely unexpected challenges, regular review loops are a matter of course. Agile development methods are, therefore, relatively fault-tolerant in the beginning and organize fast feedback loops after each development stage, so-called sprints. Instead of investing in error prevention, agile methods integrate evaluation and rapid test management in incremental processes. This leads to the relaxed handling of failures in project teams. A black Peter game to prove failure to individual team members becomes superfluous. The involvement of the client in the test management increases transparency. And with this error culture, an open approach and a quick correction are created, which in turn increases the pace of development.

Integrating fault management into corporate culture

Now one cannot compare a medium-sized company or a group of companies with a project group of developers, which perhaps has 15 or 30 employees. But companies can learn from the principles of agile process design. They face three challenges: Error management needs a cultural anchoring, needs clear structures, and has to start with the executives. Cultural anchoring is part of the corporate guidelines. In this, the company should define itself as a learning organization that deals openly with failures, promote constructive criticism internally at all hierarchical levels, and strives for transparent communication in dealing with errors. Structurally, a simple system of mutual evaluation should ensure that failures can be identified and discussed in good time. All those involved must recognize the added value that structural fault management offers. Because with the experience that positive changes result from it, and everyone benefits from it, the willingness and motivation to change also increases. Perhaps the most difficult challenge is to establish an error culture in management at all management levels. For it is not enough to make commitments and make Sunday speeches at works meetings. As role models, their behavior and handling of mistakes are decisive for how an error culture can be put into practice in a company. To encourage managers to adopt an open culture of error, training, and coaching offers as well as analyses of Industrial and Organizational Psychologists (IO-Psych) have proven their worth. Here, occupational psychologists accompany managers and their teams at various levels. With their expertise, individual or group consultations, they can positively promote the process so that error management can be successfully established.

Conclusion

Through failure management, companies can not only limit their financial and reputational damage caused by unavoidable errors. In the long term, the ability of an organization to learn increases. In the minds of managers and employees, a process mindset with joint evaluation emerges as to how teams, departments, and areas can improve their work and also their cooperation with customers, cooperation partners, and suppliers. Through networking, joint reflection, and open communication, companies are becoming more agile overall and can thus better master the challenges of digitalization.

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ABO psychologists AMD TÜV

If the boss is the problem – and how I/O psychologists may help

Poor management, a lack of conflict, error and criticism culture can cost a company dearly. Due to the shortage of skilled workers, demographic developments and digitalization, the demand for services related to mental health at the workplace are increasing more and more. I/O psychologists (Industrial and Organizational Psychology), for example, are valuable support for organizations. But exactly this is their job and what are their strengths?

For a long time, the mental health of employees has received little attention. With the increasing density of work, ever higher demands and increasing burdens due to digital availability, mental health has also been the focus of attention for a few years now. By 2018, German health insurers had reported an ever-increasing number of cases of mental illness. They are now the most common cause of early retirement and occupational disability in Germany and, with 15.2 percent, are still the third most common cause of absenteeism. Poor leadership, a lack of conflict, error and criticism culture are sooner or later a business-critical issue that can endanger the continued existence of the organization. Above all, people can be overloaded to the point of burnout if they are only supposed to function on the factual level during change processes and are not heard. Fears, emotions and internal and external conflicts are still far too rarely discussed.

Looking behind the façade and promoting healthy cooperation

Unlike psychotherapists, I/O psychologists are not clinicians but analyze an organization and its actors at all hierarchical levels from a socio-psychological perspective. They look behind the façade of a company and analyze social relationships and interactions. How do individual people feel when, for example, they constantly experience themselves in change situations as a result of digitalization? To what extent do the demands and reality of a company’s social dealings soften and how does this affect the perception and behavior of employees? How does a manager lead and communicate? Are emotional needs addressed in communication in addition to factual issues, especially in change situations? And how does a company deal with conflicts, mistakes, and fears? Does a manager then also address the relationship levels between conflict parties and works up disturbed relationships in such a way that it can then continue on a healthy working level? I/O psychologists need a pronounced communicative and social competence. They must ask the right questions and above all be able to listen. They must moderate conversations and be emphatic and sympathetic to people of all hierarchies. Above all, they must impart knowledge and methods on how healthy cooperation in companies, departments or teams should and can be successful.

High qualification requirements for I/O psychologists

Ambitious providers recruit only graduates of a diploma or master’s degree course in psychology. In Germany, the subject has a numerus clause of 1.0. Other courses of study in psychology often do not fulfill the specialist and methodological knowledge that is ideally available. One recognizes quality providers by the fact that they submit enterprises no run-of-the-mill-offers, instead these can clarify beforehand, where the pain points are, what the enterprise needs and expects as purposeful solutions. Even though there are only a few legal requirements for I/O psychologists, large providers also attach great importance to the qualification of their colleagues along with the methodological and technical developments in corporate psychology research and practice.

Interdisciplinary cooperation

In 2013, the German legislator also recognized that mental health is a high value in a modern, synchronized and digitalized working world with increasingly older employees. It, therefore, included a guideline in the Occupational Health and Safety Act that all employers, regardless of the size of their company, must regularly carry out a risk analysis of psychological stress at the workplace. However, the guidelines for the implementation of the “Joint German Occupational Safety and Health Strategy” do not stipulate that such risk analysis must be prepared by psychologists. For example, at AMD TÜV it has been agreed that the psychologists will be in charge of the process, will advise on the methodology and will play a key role in supporting communication. Occupational physicians and safety specialists must also be involved. The cooperation in prevention teams with occupational medicine, occupational health and safety, occupational health promotion and occupational integration management is necessary in order to deal with the complex issues relating to occupational health and safety in companies.

OTSecurityProfessional; TÜV Rheinland

New certification initiative to increase safety of industrial plants

Hackers are increasingly attacking operational technology systems in industrial plants. These systems detect physical effects or control motors, pumps or valves in industrial system. These systems are increasingly connected to the Internet in order to improve efficiency or help gain a competitive edge. These systems or  components may have vulnerabilities that can be exploited by cyber-attacks. As  cybersecurity knowledge and skills in this domain are lacking TÜV Rheinland has developed the “Certified Operational Technology Cybersecurity Professional (TÜV)” certification program, which supports companies in identifying and improving team skills and thus increasing the overall cybersecurity of industrial and operational technology facilities.

The Triton malware attack reported in December 2017 was the first publicly documented cyber-attack on an industrial control infrastructure (ICS) designed to interfere with the operation of a Safety Instrumented System (SIS) used to protect an industrial plant as a fail safe against fire or explosion. According to experts, this incident was an urgent warning that attackers with geopolitical motives are now targeting security-critical systems.

The aim of attacks is usually to obtain intellectual property, trade secrets and technical information but many companies are unaware of the dangers cyber-attacks pose to their plants. In addition, their controls for cybersecurity are usually not tailored to the protection of OT systems. According to the new study “Industrial Security in 2019: A TÜV Rheinland Perspective“, 40 percent of respondents say they have never investigated the risks posed by cyber-attacks on industrial plants. A further 34 percent do not know whether their own company has ever investigated these risks. In addition, only one in five companies has tailored its cybersecurity measures specifically to industrial or OT facilities. This is alarming, as attacks from the network can shut down entire plants. This leads to production losses with high consequential costs and, in the case of critical infrastructures, can also have an impact on the overall security of supply and the smooth operation of modern society.

If production facilities or critical infrastructures – such as those of energy suppliers – are networked, this offers additional targets for cyber-attacks. Almost 70 percent of the respondents to the survey came from the manufacturing industry; in addition, the automotive industry, logistics companies, the oil and gas industry, public institutions as well as the telecommunications, energy and chemical industries were represented. The aim of the study was to better understand how companies detect and take protective measures against cyber-attacks. Because traditional knowledge in the field of cybersecurity is often not sufficient to meet the complex requirements of the industrial, networked world, TÜV Rheinland has developed this new certification for experts in the field of industrial cybersecurity.

More quality for the industry

With the new personal certification, TÜV Rheinland is responding to the increasing demand from specialists. In such a complex area as cybersecurity, a certification program from a neutral third party such as TÜV Rheinland can help to align companies’ expertise with the requirements of industrial cybersecurity and further professionalize industrial companies in this area.

The certification program actively evaluates candidates through a combination of professional career review, interview and technical review. Participants must have at least ten years’ experience in cybersecurity, including five years in a leadership role. The candidates prepare a case study as part of the examination. After a critical review by TÜV Rheinland experts, they will be invited to an online presentation and technical question and answer session. Experts who meet the standard receive a certificate from TÜV Rheinland and can use the title “Certified Operational Technology Cybersecurity Professional (TÜV)”. Re-certification by TÜV Rheinland is required every three years. Further information on the program can be found at:
www.tuv.com/en/otcybersecurityprofessional.

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Don’t stop dreaming! 

Astronaut, professional soccer player, princess: Do you still remember what you once wanted to become? Not all childhood dreams come true. But sometimes the dream job is still only a stone’s throw away. Let yourself be inspired – by success stories around the globe.

Times are changing. Career desires hardly do: For decades, little boys have dreamed of becoming police officers or pilots, girls usually want a professional career as (veterinary) doctors or teachers. However, Sophia was different: She liked to tinker with technology, even at an early age. Pin toys, Lego robots, computers – she wasn’t satisfied until she knew exactly how something worked. Later, she dreamed of running her own IT company. A dream she realized: Together with two friends, Sophia founded her own Start Up. ” To keep my business growing, I have to keep up with the latest technology,” she says. The instructors at TÜV Rheinland Academy are there to help her. They themselves have practical experience and are dedicated to you with innovations and digitization.

> In this video you can get to know the whole story of Sophia.

Happiness makes you productive

TÜV Rheinland Academy is specialized in training and further education in technical professions and offers companies, graduates and professionals a wide range of opportunities to develop their personal potential. Mohammed from India has also benefited from it. Initially, he wanted to be a racing driver. Today, he works as a mechatronics engineer for an international automotive group. Not least because with the Vocational Training of TÜV Rheinland Academy he experienced exactly the dual vocational training based on the German model, which is the basis for getting an opportunity for a job interview with global players. He made it, although he came from a modest background and lacked the money for education. “The education was financially supported and was outstanding. That’s why I can live my dream today,” he says. Good for his employer! After all, studies show that happy employees are about 20 percent more productive than their dissatisfied colleagues.

> In this video you can get to know the whole story of Mohammed.

There could be more people like Sophia or Mohammed worldwide. According to the Gallup Engagement Index in the USA, just one in three employees (33 percent) still feels emotionally committed to his job. And that is already the world’s top value. In the European Union, only one in ten employees (11 percent) is happy with his or her job, while one in four (25 percent) has already mentally resigned.

Why is that? On the one hand, many companies concentrate exclusively on their day-to-day business and thereby lose sight of employee development. On the other hand, even employees do not pursue their career goals consistently enough. John’s example shows that things can be different: Already as a child, he was very ambitious. Today, he works in his dream job and moves heavy construction frames as a crane operator. It wasn’t always easy to get there. “I started at the bottom, but I always kept an eye on my goal,” John remembers. Then his employer financed his training as a crane operator, and he passed the examination at PersCert TÜV. For him, personnel certification is not just a degree, but a kickoff for a successful international career that offers him many opportunities.

> In this video you can get to know the whole story of John.

Tailor-made e-learning offers for individual careers

So it’s not always the direct route that leads to the dream job, but that’s exactly what you should expect and inform yourself accordingly. Especially the increasing digitalization and automation offers exciting, sometimes undreamed of development possibilities. Today, for example, it is no longer necessary to study computer science to protect companies from hackers, viruses and other threats. Jane can prove this: she decided not to study and instead took tailor-made e-learning courses at TÜV Rheinland Academy. Today, she works as an IT expert and continues to focus on digital training. “Together with TÜV Rheinland Academy, for example, we have developed a customized course on cybersecurity for our company,” she says. “It is working out really well!”

> In this video you can get to know the whole story of Jane.

Paul also opted for a training course at TÜV Rheinland Academy as part of his continuing education program and was very enthusiastic about the practice-oriented courses. Without hesitation, he applied to be a trainer. With success. Today, he shares his expertise with young professionals and executives around the world. “I used to be a great electrical engineer at home. Today, I’m creating new ideas worldwide,” he proudly states. “It’s nice that I can share my dream with so many people and pass on my knowledge myself – so that others may also realize their dream.”

> In this video you can get to know the whole story of Paul.

We hope you haven’t given up dreaming either! Find out more about how the services offered by TÜV Rheinland Academy have supported Sophia, Mohammed, John, Jane and Paul on their career paths, or find out for yourself what opportunities are available to you worldwide through training and further education at TÜV Rheinland Academy. Find out more on www.tuv.com/academy.

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How does the culture of prevention succeed?

Today, VUCA shapes the modern working world: it is subject to volatility, uncertainty, complexity, and ambiguity, that is what we today call digital transformation and the associated disruption. In times of VUCA, what does that mean for the health of workers and the competitiveness of the company?  This central question goes to Prof. Dr. med. Joachim E. Fischer in an interview with tr-academy.com. The Director of the Mannheim Institute for Public Health at the Medical Faculty Mannheim of the University of Heidelberg sees in the “FreuSinn” – joy at work – a central factor for a healthy and motivating Leadership 4.0. In his opinion, the thesis that prevention is better than cure – is more relevant than ever.

In your opinion, how can one reconcile protecting employee health and the competitiveness of a company?

Traditionally, the culture of prevention has been meant: We protected employee health with technical measures designed to reduce exposure to risk. We have achieved an exemplary high standard in this regard. Today, digitalization has taken over the workplace and has increased the amount of knowledge work employees do. The demand for flexible, individualized solutions is increasing, especially in industrial settings. This is changing the kinds of health protection we need to provide. Averting physical risks is taking a back seat and it’s becoming more important to strengthen employees’ ability to cope with challenges. Adding to the complexity is an increasing unpredictability and uncertainty, often even contradictions, which are not exactly diminished by current political upheavals, whether it’s Brexit or American tariffs.

But people need sufficient security in order to tap their potential. The culture of prevention in the sense of using conventional health campaigns such as veggie day in the staff cafeteria, health awareness days, or healthy back training is far too short-sighted. By taking the opportunity to find out what will help employees develop their potential and thus increase the company’s competitiveness is often good for their overall mental health. The aim here is to find the best possible intersections: this is at the heart of the new “culture of prevention.”

You see having a sense of joy (“FreuSinn”) as a central factor of the culture of prevention in the sense of a healthy and motivating Leadership 4.0. What exactly do you mean by this?

Originally, it was out of pure scientific curiosity that we asked more than 20,000 people whether they look forward to going to work in the morning when they wake up and whether their work helps them see their lives as meaningful. We were quite surprised when those employees who could fully agree with both statements were healthier, even down to biological markers, and described themselves as more effective. We decided to name this phenomenon “FreuSinn.” Obviously it is joy, not fun, and experiencing the job as meaningful is vital to these people. It is close to what others have described as “flow.” And we know from neurobiological research that the frontal lobe of the brain is particularly active when these conditions are active. It is in the frontal lobe where we think, decide, invent, judge, plan. In other words, exactly those things today’s knowledge-based economy and society need.

If a company’s ability to create value increasingly depends on employees’ using the frontal lobes of their brains and not shutting that aspect of their humanity down when they cross the entrance gates, then it is up to managers at all levels of the hierarchy to create the conditions for more joy and meaningfulness at work. This does not necessarily make the management task any easier, because there are no simple formulas to follow. Sometimes it might involve simplifying disruptive processes. It might be allowing certain people to work from home or it might involve firing people that are disrupting the team with their poisonous attitudes. An important task in this regard is to cushion the ubiquitous uncertainty credibly, whether it is uncertainty caused by fixed-term contracts (like we have in research) or the uncertainty caused by turbulent markets. And because many people react more irritably under stress and with increasing exhaustion, taking care of the workplace atmosphere day in, day out becomes all the more important.

We recently evaluated data from a representative study conducted by the German Labor Ministry, which included both an internationally used scale for mental well-being and a scale for measuring enthusiasm, commitment, and passion for work. The results showed that 40% of employees are both committed and engaged in their work and also mentally healthy. So a job that keeps you healthy has long been a real possibility. Empirical data from several studies even agree that people who voluntarily work longer and feel useful have longer lives. Managers must therefore ask themselves how they can increase the sense of joy and meaningfulness at work both today and in the future tomorrow from their own strength without extensive training. Whether it’s city cleaning, nursing care for the elderly, working the assembly line, or in an architecture firm. We know companies in every industry that can do this. They have low absenteeism rates, and they generate great added value with their work. Almost nothing has a more lasting effect than genuine sincere recognition for good performance. And not in the form of a bonus payment at the end of the year, but with a grateful handshake immediately.

We have collected our own data to compare the effects of convention health campaigns with that of creating a sense of joy and meaningfulness at work. While 10% healthier behaviors only contribute 1% to employee health and just over half a percent to productivity, 10% more joy and a sense of meaning bring about 5% more productivity. It’s no wonder why SAP’s Business Health Culture Index, where half the questions measure the quality of leadership and support, has become a significant internal key performance indicator for SAP. PWC calculated on SAP’s behalf that a 1% improvement in the Business Health Culture Index translates into €65-75 million more profit. This is no secret; it has been published online in SAP’s annual report. Anyone who thinks conventional health campaigns will be enough will, in the long run, not be able to exploit the full potential of holistic health management.

What opportunities do you see in bargaining agreements that can’t be solved by the healthcare system?

The healthcare system is excellent when it comes to treating acute illnesses with clear medical causes and treatment options. However, the healthcare system is not at all equipped to maintain employees’ ability to work and create value. If, for example, employees are so mentally restricted that, although they still function day-to-day and aren’t in need to psychiatric hospitalization, they will no longer be able to work in a way that creates value. We have to define a new culture of prevention. Our healthcare system only offers waiting times and no solutions. So there is a gap between conventional, technical health protection measures and the healthcare system which is yearning for healthcare that includes psycho social aspects. This applies to a wide range of potential offerings aimed at the individual, such as family assistance in problem situations such as caring for relatives, early intervention in cases of pain or psychological complaints, and meaningful attempts at making working hours or locations more flexible.

But this affects especially how we design work, that is, the conditions under which people work. Whereas the focus was once on emissions, noise, dangers, and lighting, it’s the psycho social impact and mental noise that we now need to get under control. What gets forgotten in all these risk assessments is that the mind also benefits from resources that will help it to overcome challenges. So it’s not just a question of reducing burdens and averting dangers. Unlike the technical prevention of risks, the most important thing for the mind is that which strengthens it. You can’t avert the cancer risk from asbestos through your mood. But you can solve a big task together as a team and what remain are the sense of achievement and the certainty and confidence of being able to solve the next problem together again, too.

When I was a child, Esso gas stations used to advertise with the “tiger in the tank.” The “tiger in the tank” for value creation is increasing the experience of joy and meaningfulness at work. The cover story of the current issue of Harvard Business Review is: “When work has meaning: how to turn purpose into performance.”

Professor Fischer, thank you for speaking with us.

Information Security Training Online

International School of IT Security offers Master Course in Applied IT Security

The academic information security training of the International School of IT Security – isits – supplements the own TÜV Rheinland IT security and training portfolio in an excellent way. With a share of 25.1 percent TÜV Rheinland is the largest shareholder of isits AG.

isitsAttention to IT Security has never been more important, as business become  increasingly reliant on IT to support their activities. It is information technology that drives the developments taking place in business and society today. Besides global opportunities, we are also facing growing global threats arising from clever cyber criminality. Protecting digital property, systems and critical infrastructure from cyber attacks has been relevant for some time to safeguard our business and prosperity.

The International School of IT Security meets the challenges. Providing training courses and conferences in the IT and Information Security sector since 2001, isits International School of IT Security AG has established throughout Europe. They are committed to continually updating their expertise in their vocational or academic orientation and developing their skills and knowledge in teaching and supporting learning. The close cooperation with companies and universities make isits AG a competent partner for IT users, professionals and experts.

isits offers information security training at the pulse of time:

  • up-to-date training concepts with recognized qualifications like T.I.S.P. (TeleTrusT Information Security Professional) and ISMS (Information Security Management System).
  • the distance learning course
    „Master of Science in Applied IT Security“ which is the figurehead of isits.

 

Distance Learning Master Course in IT Security

In cooperation with the Ruhr-Universität Bochum (RUB), isits AG offer the on-the-job distance learning course „Applied IT Security Master of Science“. Since May 2006, the distance learning master degree is accredited and aimed at (business) computer scientists, (electrical) engineers but also at mathematicians and physicians who want to expand their professional skills by IT security and latest technologies-related topics. After successful completion, the Ruhr-Universität Bochum will award the wordlwide recognized academic degree of a „Master of Science“ (MSc) which entitles to promotion.
Having the opportunity to cover far-reaching issues in the domain of IT security with one single tuition package is of interest for an ever-increasing number of students from around the world.

See training program: www.isits.org

IT Security Congress 2014

TÜV Rheinland IT Security Congress: an international forum for innovative solutions

The IT Security Congress 2014 provides expert knowledge, high practical relevance, distinguished speakers and an opportunity to learn and to network in pleasant surroundings.

Face the Future of IT SecuriTy.
21–22 May 2014 in Fürstenfeldbruck near Munich
Distinguished speakers from Europe, USA and Israel guesting in Germany

How can information security and compliance be managed professionally? How can IT security solutions be implemented in day-to-day business? IT decision-makers from renowned German and international companies, including the power supplier EnBW, the Deutsche Bahn, telecommunications specialist T-Systems and the German Aerospace Centre, provide fascinating insights into corporate practise.

OpenSky at the IT Security Congress

In order to achieve optimum positioning to meet the growing requirements of the future, TÜV Rheinland has developed an international strategy towards information security. At the beginning of 2014, the enterprise acquired the American OpenSky Corporation. Specialists in IT infrastructure, information security and compliance, OpenSky is one of the leading technology companies in the US and has already implemented more than 750 projects for Fortune 500 companies. TÜV Rheinland’s US subsidiary will be in attendance at the IT Security Congress in May. Mark Wireman, expert for application security at OpenSky, will be speaking at the Congress, explaining why it is vital to take account of security – as a key feature of performance – even during the development stage of software applications.

Prominent keynote speakers

Besides welcoming Paul de Souza, the founder of the Washington-based Cyber Security Forum Initiative, other highlights of the two-day conference include prominent keynote speakers from the USA. In addition to Phil Zimmermann, creator of the PGP email encryption software, diplomat John Kornblum will also guest in Fürstenfeldbruck near Munich. Both will be offering their perspectives to the current debate on the opportunities to and limits of information security. The keynote from Ofir Hason should also be particularly stimulating. Hason heads CyberGym, a unique training and simulation centre for IT staff. Hason will be reporting on how IT experts in business and politics are trained by Israeli cyber security specialists to defend against cyber attacks.

About us:
In-depth information security for companies and organisations

As the leading, independent service provider for information security in Germany, TÜV Rheinland provides companies and organisations with holistic information security – from strategic consultation, conceptual planning and process optimisation through to the implementation, operation and certification of systems. State-of-the-art technological expertise, comprehensive industry know-how and strategic partnerships with market leaders all make possible the development of standardised and customised security solutions. At the heart of the business in strategic information security, quality and security for applications and portals, mobile and network security and IT security in industrial plants and critical infrastructure.

IT Training with Microsoft Learning Worldwide

Microsoft Learning Worldwide Meeting Up With the campus GmbH

The General Manager of Microsoft Learning eXperiences Group, Alison Cunard, visited the campus GmbH, a large strategic Learning Partner for Microsoft in Germany. Mrs. Cunard was attended by a delegation of five Managers of Microsoft’s Learning Experiences Division in Redmond, Berlin, Amsterdam and Munich, namely Lee Anne Caylor (Chief of Staff for Microsoft LeX), Saima Adney (Senior Director at Microsoft LeX EMEA), Wilfried Paroubek (Area Sales Manager CEE & Germany at Microsft LeX), Jan Zimmermann (Senior Partner Sales Manager Germany) and Sebastian Voelkle (Partner Sales Executive Germany).

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From left to right:
Sebastian Voelkle, Alison Cunard, Wilfried Paroubek, Frank Mies, Siegfried Schmauder,
Jan Zimmermann, Lee Anne Caylor, Katja Gartung, Annelie Walther

The aim of the meeting was to exchange and share views about topics such as „How will we learn in the future?“, „How will demands on learning change in terms of consumerization of IT?“ and „How will globalization affect customer claims to the development and the provision of learning contents?”

Well-fitting the topic, the meeting took place at “Training Center of the Future” of the campus GmbH in Berlin, which the IT training provider and Microsoft Learning eXperiences team conceptualized beforehand and then opened it in April 2013 in close collaboration.

The US-American Corporation, which is currently reshaping their learning business to strategically align with the future market needs, will increasingly rely on global and diverse partners. Alison Cunard was impressed with the strength and diversity of the campus, to focus on advancing their internationalization: „For more than 20 years, the campus has been a forward-looking training partner, keeping up with the market needs. In areas of learning formations and innovation of learning delivery and content, the campus is an excellent example of a strong and strategic partner.”

Frank Mies, General Manager at the campus, stated that he was very happy with the meeting, saying: „Thanks to the excellent cooperation with Microsoft in the past years we have been able to bring many innovations to the German IT training market and establish them successfully. Learning itself is currently on a comprehensive change and we are very happy to analyze, develop and implement the concomitant changes in our industry together with Microsoft.“

Siegfried Schmauder, EVP BS T, emphasizes: „Particularly in this important time of structural change of learning, it makes us proud, that we can count on the close collaboration with Microsoft. It also gives us the certainty that we are extremely well positioned for the further expansion of our market position – also internationally.“

A continuing meeting will take place at the Microsoft corporate headquarters in the US state of Washington.

Anna Konewecka & Malgorzata Gracka, TÜV Akademia Polska

IT-Training Center of the Future in Berlin

Opening Event for the
IT-Training Center of the Future in Berlin

Anna Konewecka & Malgorzata Gracka, TÜV Akademia PolskaThe IT-Training Centre of the Future was opened in May in Berlin. In the ultra modern training facility in the city center of Berlin, equipped in cooperation with Microsoft, our entire IT-Training portfolio will be provided.

Among the guests: Anna Konewecka (left), Director for Training Business, and Malgorzata Gracka (right), responsible for IT-Trainings from the Polish academy of TÜV Rheinland. TÜV Akademia Polska as Microsoft Gold Partner is offering IT-Trainings since the beginning of this year.

 

Training for IT-Users, Professionals and Experts

the campus GmbH is the leading center for IT training and certification in Germany and has been effectively imparting top quality knowledge for over 28 years. the campus GmbH is a subsidiary of TÜV Rheinland Akademie GmbH and belongs to the TÜV Rheinland Group. As such, it ranks among the largest providers of continuing education worldwide. the campus GmbH’s seminar portfolio encompasses topics on a vast range of challenging areas in the IT world and is aimed at users, professionals and experts alike.

IT Training & Data Security TÜV Rheinland

IT-Trainings go International

IT-Trainings by TÜV Rheinland.
Vendor Authorized IT-Trainings Wordlwide.

The worldwide need for well qualified and certified IT professionals is very large.

IT Training & Data Security TÜV RheinlandTherefore one of the reasons for TÜV Rheinland was the acquisition of the training provider “the campus” to rapidly roll out IT-training portfolio internationally. A structured planning and a tight project management are necessary for a successful organization of the IT-training roll-outs. A pilot store was quickly found: the Academy in Poland started as first organization due to the proximity to campus in Berlin.

The colleagues on site prepared all further steps systematically: a comprehensive market and competitive analysis, the creation of personnel and technical resources as well as a consistent marketing and sales concept. As of March 2013, our subsideries in Warsaw and Zabrze (Upper Silesia) initially offer the Microsoft portfolio. Authorized trainings for products from other manufacturers such as Oracle, IBM, HP and Cisco will follow. In a next step the academies in South Africa, China and Spain are scheduled to establish the product lines of IT seminars within this year. Further countries will be follow in 2014.

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