The 1st and 2nd Opium Wars Britain Versus China

What Does Beatrice’s Language Show About Her Attitudes...

What does Beatrice’s language show about her attitudes towards different men in the two different scenes you have studied? 10th February 2012 Introduction Much ado nothing is a romantic Shakespeare play about two couples of lovers. The play is set in Messina, deep in the heart of Italy and is based in Elizabethan times. The lovers are namely; Claudio and Hero, Bennedick and Beatrice. Claudio is a noble Florentine count from Florence. Bennedick is a war hero from Padua. Both are honourable war heroes fighting for Don Pedro the prince of Aragon. Beatrice is the niece of Leonato the Governor of Messina. At the beginning of the play Don Pedro and his valiant fighters return from the wars to Messina. While at Messina Claudio immediately falls†¦show more content†¦However beneath all this fancy language we can derive that Bennedick was painted all over Beatrice’s thoughts and she cannot resist asking about his well-being. When the messenger states he knows none of that name, Hero her cousin says â€Å"My cousin means Signor Bennedick of Padua† this clearly shows that not only is Bennedick and Beatrice’s thoughts he is also a subject of conversation and discussion between Beatrice and Hero. The way Beatrice speaks seemingly spitefully about Bennedick shows us she is perhaps interested in Bennedick and trying not to arouse the suspicion of the messenger and her uncle. By adding sarcastic comments and insults where Bennedick name appears shows us she is trying hard not to bring out her real feelings for him, the name â€Å"Signor Mountanto† is one of the names Beatrice has devised to insult Bennedick however the fact that the name is so complex in meaning and the inside joke so well thought out shows us she has really thought about this insult and it has not an insult off the top of her head. Beatrice is more devious and careful about relationships than Claudio who seems rather desperate to get with Hero and throw himself headfirst into a relationship that he perhaps knows nothing about. This suggests perhaps she has more experience in love and relationships and has also experienced disappointment and is afraid of it. STEP 3 When Bennedick and Beatrice meet they immediately engage in a fierce verbal battle,

Labor Management Employee Participation

Question: Discuss about theLabor Management for Employee Participation. Answer: Introduction This study is based on the subject area of Labor Management. The primary focus is made on the labor management relations in respect to Singapore. The study analyzes mainly two areas the roles played by the key players of Singapore labor management relations and the competitive advantages that have been gained by Singapore through labor management relations. The labor management relations refer to the trade unionism, industrial disputes, employee participation, collective bargaining, grievance handling and discipline management and labor laws interpretation. In the words of Lim (2015), the labor relations are the rules and regulations that are used to organize and govern the employment. In Singapore, the labor management relations are established by the collaboration among Government of Singapore, Industrial and Employment Relations Department and International Labor Standards Department (Katz, Kochan Colvin, 2015). The collaboration among these three departments is known as Tripartism. The formation of labor management relations in Singapore was started in 1950s; however, at that time, the industrial relations or labor management relations in Singapore was much aggressive. The primary challenge that the Singapore Trade Union Congress or STUC faced in the initial stage was weak economic situation and the scarcity of resources to attract and retain the foreign investment (Brage.bibsys.no, 2016). In the beginning of 1960s, the labor management relation in Singapore was still weak. However, after 1965, the National Trades Union Congress or NTUC in Singapore helped the government of the country to improve the traditional labor management relations (Tripartism.sg, 2016). In 1970s the formation of National Wages Council (NWC) boosted the labor movement in the country by reviewing the economic condition and emphasizing on the wage negotiations. NTUC helped the Singapore government in restructuring the economy. During this time, the labor movement became improved and the problem-solving approach taken by the government helped the country to strengthen the labor management relations (Stats.mom.gov.sg, 2016). The problem-solving approach taken by the Singapore government helped the country in industrialization and it brought benefits not only to the employers but also to the society and workers. However, in 1980s, the conflicting situation occurred in the labor management relations in Singapore due to the economic recession. NWC played a vital role in managing this conflicting situation and in 1985 NWC recommended the labor unions to accept the cuts in their CPF (Central Provident Fund) (Globalurbandevelopment.org, 2016). This also helped the country to recover the recession quickly. Analysis on Roles of Four Key players of Labor Management Relations In Singapore, there were four key players, who helped to improve the labor management relations in the country. These key players were Ministry of Manpower, Singapore National Employers Federation (SNEF), National Wages Council (NWC) and the National Trade Unions Congress (De Dios, 2016). As stated in the above discussion, till early 1960s, the labor management relations in Singapore were much weak due to excessive unemployment, social unrest, political instability and frequent strikes. However, to improve the situation and develop the economy of the country, the government started to focus on the industrial relations or labor management relations (Lin, 2015). Role Played by Ministry of Manpower The Ministry of Manpower or MOM is the workforce governing body in Singapore, which formulates the policies for workforce management and for solving the workforce related issues. At the same time, the implementation of these policies is also the responsibility of Ministry of Manpower (Mom.gov.sg, 2016). In building better labor management relation and maintaining the same the role of MOM is very important. The primary aim of MOM is to create a workforce that can compete in the international market and secure the future of the countrys economy. Katz, Kochan and Colvin (2015) stated that the Ministry of Manpower in Singapore is responsible for maintaining the industrial peace. The traditional responsibility of MOM is to solve the industrial disputes by using the rules and regulations. At the time of improving the industrial relations or labor management relations in 1960s, MOM worked together with NTUC and SNEF and brought different strategies to improve the situation (Lim, 2015). Currently, MOM is working with the social partners in Singapore to provide more social facilities and solve the conflicting situations between the workforce and management. MOM has developed various innovative strategies like, work-life-balance and flexible wage rate to improve the human resources in the country. Role played by Singapore National Employers Federation The Singapore National Employers Federation was founded in the year of 1980, when the economy of Singapore was suffering from recession. The SNEF was originated by the amalgamation between National Employers Council and Singapore Employers Federation. Presently, 18% of the total workforce of Singapore is the members of SNEF (Stats.mom.gov.sg, 2016). The vision of SNEF is to maintain the industrial harmony in the country. The Singapore National Employers Federation helps to improve the working environment as well as working life of the employees. It has helped in improving labor management relations in Singapore by joining in Singapore Tripartism. The primary activities of Singapore National Employers Federation are as follows: Creating social awareness regarding different social and workforce related issues Sharing of various information related to the improvements of labor management relations and human resource developments through different meetings with the industry group and different seminars (sg, 2016). Singapore National Employers Federation provides training to improve the quality of the employees as well as management. It provides advisory guidance for improving the industrial relations or labor management relations (org, 2016). As a participant of Singapore tripartiate, Singapore National Employers Federation has helped to implement the workforce laws and policies properly. At the same time, SNEF has also helped in enhancing the competitiveness and the sustainability of the workforce in Singapore. Role Played by National Wage Council The National Wages Council was developed in the year 1972. De Dios (2016) mentioned that the labor movement in 1970s was boosted by the introduction of National Wage Council. The National Wage Council has played a vital role during the recession in 1980s. The main contribution of National Wage Council is in negotiating during the conflicting situation in 1980s recession period (Singstat.gov.sg, 2016). The National Wage Council won the confidence of the employees by implementing the fair wages in Singapore and at the same time, it also won the confidence of the employers by implementing improved workforce governing policies. The fair wage rate set by National Wage Council was very helpful in improving the labor management relation in early days (Lim, 2015). Role Played by National Trade Unions Congress The National Trade Unions Congress was founded in the year of 1961. Currently, the National Trade Unions Congress has total affiliates trade unions of 60 and the total number of membership is 530000 (Brage.bibsys.no, 2016). National Trade Unions Congress played an effective role in developing a better labor management relation in the previous years. The major role played by the National Trade Unions Congress is in stabilizing the prices and the workers purchasing power. The National Trade Unions Congress set three organizations to improve the labor management relations in a better way. These three organizations are Employment and Employability Institute, Consumer Association of Singapore and Ong Teng Labor Leadership Institute (Globalurbandevelopment.org, 2016). It has provided several benefits to the members of the Union and the benefits include scholarships, insurance coverage, rebates, savings on products, discounts, grants and training subsidies. Therefore, from the above discussion, it can be understood that the key players of labor management relations have helped to improve the industrial relation or labor management relations in Singapore to the high extent (Stats.mom.gov.sg, 2016). Each player has contributed to the labor management relations from different sides and helped in improving the economic condition in Singapore. Analysis on the Competitive Advantage to Singapore through LMR The labor management relations in Singapore have helped the country in achieving more competitive advantage in the international market. In order to improve the labor management relation, the Tripartism came in to existence (Katz, Kochan Colvin, 2015). The primary aim of Tripartism was to develop a strong labor management relationship in Singapore. Due to the introduction of Tripartism, the working conditions in Singapore were improved and the employment opportunities were increased. The Tripartism helped to improve the GDP growth rate of the country. For instance, the average GDP growth rate per year during 1960s was 6% per annum, which increased to 10% per annum after the introduction of Tripartism (Brage.bibsys.no, 2016). Due to the improved economic condition, the country was able to decrease its total production cost. For example, during 1970s, the production cost in Singapore was decreased by 33% (Brage.bibsys.no, 2016). As the tax incentive schemes were improved, the small business organizations enjoyed tax benefits. At the end of 1970s, the GDP of the company grew by 25% (Mom.gov.sg, 2016). In 1980s, the IT industry of the country was improved. Tripartism took special care of the training of the IT workers. The proportion of the skilled workers increased from 11% to 22% between 1979 to 1985 (Mas.gov.sg, 2016). The export sales of the country were increased by 10 times till 1990s (Singstat.gov.sg, 2016). The number of foreign business organizations was 400 during 1990s. In 1990s, the Singapore economy grew by 8%. From 1999 to 2004, the foreign reserves of the country increased from near about $76000 US million to near about $98000 US million. In 1990, the per capita GDP of the country was US $13000, which has been increased to US $56000 in 2015 (Mas.gov.sg, 2016). On the other side, the introduction of National Wages Council and the Flexible wage rate system, the labor management system of the country was improved. The National Wages Council implemented effective wage rate strategies that satisfied the workforce in Singapore. Proper regulations and governance of NWC helped to increase the wage rate in the country (Brage.bibsys.no, 2016). As per the statistics, the average monthly wage rate in Singapore in 1989 was 1302 SGD per month, which has increased to 5483 SGD in 2016 (Singstat.gov.sg, 2016). As per the statistics provided by MOM, the nominal gross monthly income of the employee in Singapore has increased by 5.5% from 2006 to 2015 and the real gross monthly wage rate increased by 2.6% during the same time span (Tripartism.sg, 2016). The flexible wage rate has helped the employers of the country to manage their business at the time of economic trouble. Due to the introduction of flexible wage rate, the employers in Singapore were able to r un their business by decreasing their contribution in the employees Central Provident Fund (Singstat.gov.sg, 2016). On the other side, the foreign investment inflow has also increased due to the improvement in the labor management relations. As per the statistics, in 1970, the percentage of foreign investment inflow was 16.85%, which increased to 31.63% in 1979 (Brage.bibsys.no, 2016). After that, the amount of foreign investment inflow increased at a high speed. According to the statistics, in the year 2010, the total foreign investment in Singapore in stocks was $625.8 billion, which increased to $761.6 billion in 2012 and $1024.6 billion in 2014 (Stats.mom.gov.sg). With the increase in the wage rate, the rate of labor strike in Singapore decreased from 1960s to the current financial year. During 1960s, the labor strike rate in Singapore was near about 60 days in a year, which has decreased to 10 days in year in 2016 (Globalurbandevelopment.org, 2016). Therefore, from the results of the analysis, it can be understood that the improved labor management relations have helped to develop the economic condition in Singapore. The improved industrial relations has also developed better infrastructure within the country, which ultimately helped in gaining the competitive advantage in the international market (Lin, 2015). The stable economy of the country has attracted the foreign investors, which helped the country to increase the employment opportunities. Hence, it can be said that the labor management relations is very essential for achieving better economic condition. Conclusion In this study, it has been identified that the labor management relationship in Singapore has been developed during many years. The development started in 1960s, when the economic condition of the country was weak and the country did not has any improved infrastructure to attract the foreign investment. There were huge numbers of labor strike and the rate of unemployment was much high. However, the introduction of Tripartism helped the country to improve the situation. The situation of the country started to improve from 1970s. The study has also identified that there are four key players behind the improvement of labor management relations in Singapore. These four key players are - Ministry of Manpower, , National Wages Council (NWC), Singapore National Employers Federation (SNEF) and the National Trade Unions Congress. The country has gained several benefits from all of these four key participants. The infrastructure of the country has improved and the employer as well as employees both became satisfied with the new policies and regulations. On the other side, due to the improvements in the labor management relations, the country became able to gain some competitive advantage in the international market. The economic condition of the country is much improved as per the statistics. Per capital GDP of the country has been increased from US $13000 in 1990s to US $56000 in 2015. At the same time, the foreign investment inflow in the country has also increased at a high rate. Along with these improvements, the rate of labor strike has decreased from 1960s to 2016. Hence, on overall basis, it can be said that with the improvements in the labor management relations, the economic growth has taken place in Singapore. Reference List: Globalurbandevelopment.org. (2016). Globalurbandevelopment.org. Retrieved 1 October 2016, from https://www.globalurbandevelopment.org/ Mom.gov.sg. (2016). Ministry of Manpower Singapore. Retrieved 1 October 2016, from https://www.mom.gov.sg/ Mas.gov.sg. (2016). Monetary Authority of Singapore (MAS). Mas.gov.sg. Retrieved 1 October 2016, from https://www.mas.gov.sg/ Katz, H. C., Kochan, T. A., Colvin, A. J. (2015).Labor Relations in a Globalizing World. Cornell University Press. Lim, L. Y. (2015).Singapore's Economic Development: Retrospection and Reflections. World Scientific. De Dios, A. (2016). Packaging Talent: The Migrant Creative Labor Management of Overseas Filipino Musicians. InInternational Migration in Southeast Asia(pp. 181-209). Springer Singapore. Lin, C. J. (2015). The Reconstructing of Industrial Relations in Taiwans High Technology Industries.Journal of Contemporary Asia,45(2), 294-310. Singstat.gov.sg. (2016). Singstat.gov.sg. Retrieved 1 October 2016, from https://www.singstat.gov.sg/ Stats.mom.gov.sg. (2016). Stats.mom.gov.sg. Retrieved 1 October 2016, from https://stats.mom.gov.sg/ Tripartism.sg. (2016). Retrieved 1 October 2016, from https://www.tripartism.sg Ilo.org. (2016). Ilo.org. Retrieved 1 October 2016, from https://www.ilo.org/ Brage.bibsys.no . (2016). Brage.bibsys.no. Retrieved 1 October 2016, from https://brage.bibsys.no

Victoria Protective Data Security Framework-Myassignmenthelp.Com

Question: Discuss About The Victoria Protective Data Security Framework Answer: Introducation Based on figure I above, there are two main categories of threats to the VIC government public sector data, based on the Victoria Protective Data Security Framework; internal threats and external threats. The internal threats are further subdivided into employee risks/ threats, where the employees are the cause of security risks. Employee risks can further be subdivided into intentional/ malicious threats and unintentional threats. The intentional threats/ risks include malicious theft of information for monetary gain or just malice where a staff member intentionally steals and shares sensitive information with malicious third parties. This may also be achieved by staff leaving backdoors for attackers to access the VIC public sector information without authorized access, such as by not implementing strong security policies in access points such as on routes and external access. Unauthorized access to information or editing information deliberately, such as overwriting or deletion of public sector data is another form of intentional security risks. Unintended internal risks from staff/ employees include accidental deletion, overwriting, or editing of information, or failure to save edited information, causing malware infection by using external storage devices that are infected, or exposing the VIC public sector data by exposing access credentials. Inability to follow set ICT security policies either due to ignorance or lack of such policies is also another unintended internal risk. Another source of internal risks includes organizational culture that is due to several factors of omission and commission. These include poor security policies such as failure to use strong passwords, not updating/ patching software regularly, and inability to constantly review and update security policies and threats, and noncompliance. Other factors/ causes for risks due to organizational culture include hiring ICT staff that do not meet the standards (are unqualified) and using external vendors without vetting. Cultural issues also include lack of clear policies such as restricting access to specific information, failure to encrypt information, poor setup for data bases and backups, and inability to undertake sensitization initiatives on ICT risks to educate users/ employees. Because there is increased use of the internet, there are other extern al risks that include cyber-attacks, loss of data due to disasters, and risks of data loss/ theft due to external service providers, such as cloud service providers or software/ device providers and vendors whose products fail, or have vulnerabilities that malicious persons exploit. The table below further classifies these risks into high, medium, medium-low, and low level risks. Classification of Risks Risk source Risks and Their Classification High level risk Medium level risks Medium-Low level risks Low level risks Internal risks Deliberate internal risks Deliberate data theft Deliberate backdoors Deliberate deletion/ modification/ editing of VIC public sector data Unintended internal risks Ignorance of security policies or lack of them thereof Accidental deletion/ modification/ editing of VIC public sector data Use of external infected storage devices Opening infected files or clicking links to exploit sites through e-mail Organization culture risks Hiring of unqualified/ incompetent IT staff Understaffing IT security staff Lack of/ inadequate management support Noncompliance with Victoria Protective Data Security Framework (VPDF) Failure to update and patch software, firmware Poor administration in access control Failure to continuously review and update ICT security policies Poor setup of ICT resources such as failure to back-up, implement RAID systems (bad system architecture) Poor SLA agreements with cloud providers External risks Cyber attacks Malware, DoS, DDoS, viruses Phishing Data loss Data loss due to disasters such as fires, unreadable data Comparative Analysis of Deliberate and Accidental Threats Deliberate threats include intentional threats and risks to the VIC public sector data accruing from deliberate and intentional actions that pose risks to data. Such risks are usually due to human intervention/ mediation. For instance, one of the biggest deliberate threats to data is theft of such data either out of malice or for financial gain in which a staffer deliberately exposes or gives confidential public sector data to third parties with malicious intent, such as hackers or scammers. This can also happen when a disgruntled staff member, such as a fired/ demoted employee providers malicious entities with passwords for accessing confidential public sector data. This can happen where staff steals data from internal servers or from the cloud storage servers for which they have access. This is a very high level risk, since security policies can be overridden by such actions/ threats. These attacks carry huge risks because there is a high potential for sensitive data being exposed to the public, or personal details being stolen and sold for financial gain, with few options for detection of such actions (Rowe, Akman, Smith Tomison, 2013). Deliberate threats can also be external in which malicious entities use various tools to access and misuse/ exploit the VIC public sector data. Such exploits are undertaken through phishing, malware attacks; for instance, sending files/ links containing malware to staff e-mail accounts that then gives the hackers access to the public sector data. These are done using malware such as ransom-ware, worms, viruses, or Trojans that either gain access to the public sector data and steals and sends the information over the network, or denies the users access to this data. Such attacks can also result in theft and loss of access to crucial data where the attackers demand ransom, as happened in the UK when the National health Services (NHS) computer systems were attacked by a deadly ransom-ware (Fox News, 2017), or permanent deletion of information, such as the attack on Aramco, the Saudi Arabia petroleum company where all its data stored in computers and servers were permanently deleted in a matter of minutes (Perlroth, 2012). Such deliberate attacks can also lead to data loss, as happened in Australia and other countries where a malware propagated itself over networks, attacking office and home computers and encrypting files such that users could not access them (Griffith, 2017). Such deliberate risks are the most dangerous, with their risk level being very high and high risks. The reason why they are very high or high risk threats is because of the potential/ possible level of damage, as well as the difficulty in controlling/ preventing them. While cyber-attacks can be prevented/ mitigated through such security measures as implementing strong firewalls and using network analysis tools that are regularly patched and updated, along with networks isolation use of antimalware software, malware attacks have become even more sophisticated (Bakhtiyari Ismail,2012). Malware have become sophisticated and stealthy by confusing detection tools, such as through multiple stage loading, environmental awareness, obfus cation of internal data, and time based evasion techniques (Mazurczyk Caviglione, 2015). Such deliberate attacks, either internal or undertaken by external entities are very destructive; hence their classification as being either very high or high risk attacks (Choo, 2011). Accidental threats also pose huge risks to data security; while such actions are unintended, the consequences can also be massive. For instance, when a user accidentally deletes or overwrites, or edits but fails to save sensitive data such as that stored in the cloud; such data may not be recoverable, or have a steep price for recovery. Third party vendors, contractors, and even staff with privileged access to certain data have caused breaches to data by accident. The vast majority of data breaches such as network openings or malware invasion have been caused by innocent accidents, such as when a user accidentally overwrites data (Durbin, 2016). While such innocent accidents can lead to the loss of data, modern public (and private)organizations employ measures where data is backed up in real time; such mistakes and errors can also be rectified through instant data recover, for instance, for accidentally deleted data, or data reconstruction and editing (Rashmi et al., 2015). However, the problem becomes exacerbated when employee or vendor mistakes open doors for external entities such as hackers; this can happen by vendors not updating or patching their software and firmware, or when an employee opens a mail with malware embedded in them, or clicks links to malicious sites that then initiate attacks that, for instance, erase data and lead to theft of data. In such cases, there is a confluence of both accidental mistakes and external cyber threats that amplify the effect of the accidental threats. In retrospect, therefore, accidental threats are ranked as medium to high; given that some accidents can be rectified (medium threats) while some accidents can open doors to more serious risks and threats to public sector data, such as malware attacks or identity theft (Rasmi et al., 2015). Challenges the VIC government will face in deciding whether ICT security should be handled internally or outsource ICT security for public sector data is highly critical; being a government agency, the VIC government will most definitely be attacked, either through internal or external risks. The challenge is in whether security should be handled in-house or be outsourced to professionals. While outsourcing security has its benefits; there are also several challenges. Existing laws may prevent, or hinder access to personal information by third parties. Outsourcing essentially implies that aspects of data management, such as processing or storage/ backups are done by external third party organizations (Libicki, 2000). Under the Australian Privacy Act, an entity such as the VIC government is the holder the public sector data for its citizens; and so it is obliged to ensure this data and information remains private, even if such data management, such as storage is outsourced to third parties, but its the VIC government with express authority and right to deal with the information. For instance, stor ing public information in the cloud, a service offered by third parties may allow the vendors including human resource) software vendors to have access to the VIC public sector information data bases through shared storage of log-in ID. Further, the third party to which the security is outsourced may make mistakes or lead to data security breaches, through acts of omission or commission; the VIC government will still remain liable for such data breaches. Outsourcing security, a concept termed ISO (information security outsourcing) has the challenge of creating complexities, in environments that are less secure, while the organization is still supposed to be responsible for such data. ISO is a concept that has still not been adopted significantly, with research showing that 59% of firms outsource some aspects of their information security, such as penetration testing. However, just 13% of organizations have reported, according to the same research, to have adopted full ISO. When many vendors are involved, there are added complexities although some risks (pertaining to security) are reduced. Outsourcing requires an elaborate ICT security framework to evaluate risks pertaining to information integrity, confidentiality, and availability where many different vendors are to be evaluated. This approach also creates a new security model that must be evaluated. Looking at the other aspect of in-house security management; the risk profile and analysis show that internal threats are exacerbated by cultural issues, such as lax security measures. Generally, public organizations tend to be more lax on ICT security compared to private organizations. Further, a systematic cultural issue can be multiplied at different levels of the organization, further enhancing the threat of both internal and external ICT security threats. Because governments are not premier ICT service businesses, there is a tendency to have unsuitable internal security policies or gaps in implementing the outlined security policies. The best approach, therefore would be to adopt ISO but with a new security and risk profile assessment or use a hybrid model between outsourcing some security aspects, such as encryption and before-incident analysis of all threats before they reach the governments actual servers. The VIC government can also institute better security protocols such as restricted access and other measures including updating and patching anti malware and network devices firmware, while ensuring only authorized persons can access data. ISO becomes feasible when combined with cloud computing to improve security and business process continuity in case of a disaster where data is lost; the VIC government can continue offering services through the cloud restoration and backup platform. Further, the risk profile shows that vendor threats are medium to high, but internal threats are high or very high. Risk and Uncertainty Risk refers to the potential to either gain or lose value; since risk is a probability, it can be given a value to make it quantitative, for example, the probability of suffering a cyber-attack for Vic government is once every four months. The risk helps to create a risk profile that can then be used to hierarchically classify risks, and then deal with them based on the risk level (Lloyd, 2008). Uncertainty, on the other hand, is a qualitative and merely perceptive, it is the level of doubt over something, for instance, the margin of error for measuring a security risk. It does not have a straightforward description, although it is always present; for example, whether the VIC government should adopt ISO or depend on in-house ICT security measures; there is uncertainty on data security if it adopted ISO. Different approaches VIC government can use for risk control The VIC government can use a hybrid and integrated approach to ICT risk control in handling public data; the risk management profile should begin internally before some aspects can be outsourced. Internally, the government should implement the VPSF in Toto. The first line of defense is to undertake a comprehensive security and risk analysis and then, using the VPSF framework, develop a security policy that is updated regularly. The security policy should ensure that access to information is restricted and on a need-to-use basis. For sensitive information or those stored in the cloud, and for certain actions, such as modifying, deleting, or transferring data, and the user must be authenticated using a two-step log-in process involving mobile (Almutairi et al., 2012). For cloud applications, there must be strong APIs that are designed to automatically log out when there is no activity for a given period. VIC should also implement regulations for restricted area IT rooms to control acce ss using biometrics (Akhgar Arabnia, 2014). Users must have strong password authentication and administrators must constantly monitor logging activity, with actions such as downloading databases being restricted. The network devices such as wireless access points must have strong encrypted passwords and data should be sent in encrypted format. The VIC government should adopt a hybrid cloud and virtualization to back up its data in case of data loss, in multiple geographical locations with providers (Stair Reynolds, 2015). Further, the government must use basic security measures including physical and software firewalls, network analysis and monitors, antimalware, all which must be updated regularly; same for firmware patches (Brown, 2014). The VIC government an outsource security monitoring for the network where a company like RedTM uses a virtual version of its ICT system to monitor malware and give warnings. The system works in a way that if a malware targets VIC government, it first enters the virtual machines, where it ca n exploit thinking those are the actual physical datacenters and RED will identify such malicious activity and give warnings. References Akhgar, B., Arabnia, H. (2014). Emerging trends in ICT security. Amsterdam ; Boston : Morgan Kaufmann/Elsevier, Almutairi, A., Sarfraz, M., Basalamah, S., Aref, W., Ghafoor, A. (January 01, 2012). A Distributed Access Control Architecture for Cloud Computing. IEEE Software, 29, 2, 36-44. Bakhtiyari, S. A., Ismail, Z. (January 01, 2012). A Tree Model for Identification of Threats as the First Stage of Risk Assessment in HIS. Journal of Information Security, 3, 2, 169-176. Brown, B. C. (2014). How to Stop E-Mail Spam, Spyware, Malware, Computer Viruses, and Hackers from Ruining Your Computer or Network. Atlantic Publishing Group Inc. Choo, R. (2010). Cyber threat landscape faced by financial and insurance industry. Canberra: Australian Institute of Criminology. Durbin, S. (2016). Insiders are todays biggest security threat. [online] Recode. Available at: https://www.recode.net/2016/5/24/11756584/cyber-attack-data-breach-insider-threat-steve-durbin [Accessed 28 Aug. 2017]. 'Fox News' (2017). 'Ransomware' cyberattack cripples hospitals across England. [online] Fox News. Available at: https://www.foxnews.com/health/2017/05/12/uk-hospitals-turn-away-patients-after-ransomware-attack.html [Accessed 28 Aug. 2017]. Griffith, C. (2017). Hackers on top. [online] Theaustralian.com.au. Available at: https://www.theaustralian.com.au/life/personal-technology/hackers-on-top-after-wannacry-cyber-attack/news-story/327769be8e177dcbd9127963634ac3ab [Accessed 28 Aug. 2017]. Lloyd, Margaret M. (2008). Uncertainty and certainty: the visions and roadmaps of ICT educational policy. Otago University Press. Libicki, M. C., National Defense University. (2000). The future of information security. Washington, D.C.: Institute for National Strategic Studies. Mazurczyk, W., Caviglione, L. (March 01, 2015). Information Hiding as a Challenge for Malware Detection. IEEE Security Privacy, 13, 2, 89-93. Perlroth, N. (2017). Cyberattack on Saudi Oil Firm Disquiets U.S.. [online] Nytimes.com. Available at: https://www.nytimes.com/2012/10/24/business/global/cyberattack-on-saudi-oil-firm-disquiets-us.html?mcubz=0 [Accessed 28 Aug. 2017]. Rashmi, K. V., Shah, N. B., Gu, D., Kuang, H., Borthakur, D., Ramchandran, K. (February 25, 2015). A "hitchhiker's" guide to fast and efficient data reconstruction in erasure-coded data centers. Acm Sigcomm Computer Communication Review, 44, 4, 331-342 Rowe, E., Akman, T., Smith, R. G., Tomison, A. M. (2013). Organised Crime and Public