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EU Cybersecurity plan to protect open internet and online freedom and opportunity The European Commission, together with the High Representative of the Union for Foreign Affairs and Security Policy, has published a cybersecurity strategy alongside a Commission proposed directive on network and information security (NIS). The cybersecurity strategy – "An Open, Safe and Secure Cyberspace" - represents the EU's comprehensive vision on how best to prevent and respond to cyber disruptions and attacks. This is to further European values of freedom and democracy and ensure the digital economy can safely grow. Specific actions are aimed at enhancing cyber resilience of information systems, reducing cybercrime and strengthening EU international cyber-security policy and cyber defence. The strategy articulates the EU's vision of cyber-security in terms of five priorities: Achieving cyber resilience Drastically reducing cybercrime Developing cyber defence policy and capabilities related to the Common Security and Defence Policy (CSDP) Developing the industrial and technological resources for cyber-security Establishing a coherent international cyberspace policy for the European Union and promoting core EU values The EU international cyberspace policy promotes the respect of EU core values, defines norms for responsible behaviour, advocates the application of existing international laws in cyberspace, while assisting countries outside the EU with cyber-security capacity-building, and promoting international cooperation in cyber issues. The EU has made key advances in better protecting citizens from online crimes, including establishing a European Cybercrime Centre (IP/13/13), proposing legislation on attacks against information systems (IP/10/1239) and the launch of a Global Alliance to fight child sexual abuse online (IP/12/1308). The Strategy also aims at developing and funding a network of national Cybercrime Centers of Excellence to facilitate training and capacity building. The proposed NIS Directive is a key component of the overall strategy and would require all Member States, key internet enablers and critical infrastructure operators such as e-commerce platforms and social networks and operators in energy, transport, banking and healthcare services to ensure a secure and trustworthy digital environment throughout the EU. The proposed Directive lays down measures including: (a) Member State must adopt a NIS strategy and designate a national NIS competent authority with adequate financial and human resources to prevent, handle and respond to NIS risks and incidents; (b) Creating a cooperation mechanism among Member States and the Commission to share early warnings on risks and incidents through a secure infrastructure, cooperate and organise regular peer reviews; (c) Operators of critical infrastructures in some sectors (financial services, transport, energy, health), enablers of information society services (notably: app stores e-commerce platforms, Internet payment, cloud computing, search engines, social networks) and public administrations must adopt risk management practices and report major security incidents on their core services. Neelie Kroes, European Commission Vice-President for the Digital Agenda said: "The more people rely on the internet the more people rely on it to be secure. A secure internet protects our freedoms and rights and our ability to do business. It's time to take coordinated action - the cost of not acting is much higher than the cost of acting." Catherine Ashton, High Representative of the Union for Foreign Affairs and Security Policy/Vice-President of the Commission said: "For cyberspace to remain open and free, the same norms, principles and values that the EU upholds offline, should also apply online. Fundamental rights, democracy and the rule of law need to be protected in cyberspace. The EU works with its international partners as well as civil society and the private sector to promote these rights globally." Cecilia Malmström, EU Commissioner for Home Affairs said: "The Strategy highlights our concrete actions to drastically reduce cybercrime. Many EU countries are lacking the necessary tools to track down and fight online organised crime. All Member States should set up effective national cybercrime units that can benefit from the expertise and the support of the European Cybercrime Centre EC3." Background Cyber-security incidents are increasing in frequency and magnitude, becoming more complex and know no borders. These incidents can cause major damage to safety and the economy. Efforts to prevent, cooperate and be more transparent about cyber incidents must improve. Previous efforts by the European Commission and individual Member States have been too fragmented to deal with this growing challenge. Facts about cybersecurity today There are an estimated 150,000 computer viruses in circulation every day and 148,000 computers compromised daily. According to the World Economic Forum, there is an estimated 10% likelihood of a major critical information infrastructure breakdown in the coming decade, which could cause damages of $250 billion. Cybercrime causes a good share of cyber-security incidents, Symantec estimates that cybercrime victims worldwide lose around €290 billion each year, while a McAfee study put cybercrime profits at €750 billion a year. The 2012 Eurobarometer poll on cyber security found that 38 % of EU internet users have changed their behaviour because of these cyber-security concerns: 18 % are less likely to buy goods online and 15 % are less likely to use online banking. It also shows that 74% of the respondents agreed that the risk of becoming a victim has increased, 12% have already experienced online fraud and 89% avoid disclosing personal information. According to the public consultation on NIS, 56.8% of respondents had experienced over the past year NIS incidents with a serious impact on their activities. Meanwhile, Eurostat figures show that, by January 2012, only 26% of enterprises in the EU had a formally defined ICT security policy. Useful links MEMO/13/71 Frequently Asked Questions Cyber Security strategy of the European Union: An open, safe and secure Cyberspace Proposal for a Directive concerning measures to ensure a high common level of network and information security across the Union Have Your say Hash Tag: #cybersecurity Neelie Kroes Follow Neelie on Twitter EEAS website EEAS on Twitter Cecilia Malmström's website Follow Commissioner Malmström on Twitter Europol's EC3 website Global Alliance against child sexual abuse online Contacts : Ryan Heath (+32 2 296 17 16), Twitter: @RyanHeathEU Michele Cercone (+32 2 298 09 63) Maja Kocijancic (+32 2 298 65 70) Michael Mann (+32 2 299 97 80)

BIM: Construction and Assembly - Learning from 'Build Qatar Live' Event Recap Over 50 construction professionals including contractors, consultants, architects, engineers, academics and students filled the lecture theatre in the Rose Bowl in Leeds last week for what was a great start to our thinkBIM’s spring BIM: Construction and Assembly series. Members of The BIM Academy Build Qatar Live Competition Winning team shared their experience and lessons learnt from the intensive 48hr competition, testing multi-disciplinary collaborative BIM to the maximum in a very high pressure environment, utilising up to 30 different softwares (some of which I have highlighted below). Founder of the Build Live competitions and COO of Asite, Nathan Doughty, opened and chaired the evening stressing the BIM Academy teams’ excellence in organization and delivery due to their existing working relationships, a set of common goals and an appetite to test a variety of BIM tools. Peter Barker kick-started the presentations with 3 key critical success factors for them as a team: Rigorous forward planning ; team working with clear lines of responsibility and good communication .George Mokhtar, senior BIM Coordinator for BIM Academy gave an impressive account of their 48hr experience and their winning performance with detailed information on costing presented by Dave Monswhite cost manager for Turner and Townsend , architectural design by Jonnie Flavin, Ryder Architecture, model validation process and COBie information by Michael Serginson, BIM Academy and Dave Fuller from NBS providing specification information. George opened the evening taking our group through the Build Qatar Live pre-planning and set up of the team that was undertaken, stating and stressing the importance of initial clarity of team roles, BIM uses, Modelling standards, formats of information exchange and programming in 20 min chunks. Jonnie provided an insight into the design process and how the team responded to the brief with thoughts on spatial issues, context (including views out back to Doha), adjacency as well as historical aspects. Lots of early on debate on massing and scale with sketches and diagrams coming thick and fast, working with Felt tip pens and BIM concurrently. George referred to the three stages of the project as Mass Model, Design Model and the Model Federation for which the co-location was key as scope for misunderstanding information was minimized in a shared space. The real time mass model, allowed instant scheduling of floor areas and gave consultants confidence of the concept going forwards. Work in Progress (WIP) models from the design team were uploaded to Asite as IFC. These were downloaded and opened in Solibri Model Checker to be validated. Various aspects checked including space properties, overlapping intersections and duplications. Relevant information was highlighted and reported back via Asite with comments and actions. This allowed the team to review the models for any major clashes and discrepancies within approximately 30 minutes, improved collaboration and reduced the potential for iterative design further on in the project. The model validation also provided the cost management team with an accurate model, allowing for greater cost precision at an earlier stage in the project. Dave Monswhite described the project as ‘like a freight train’ with sub groups having to work in parallel to achieve the outcomes required in the tight time frame. 4D was implemented linking the project construction programme through to Navisworks, allowing the to create construction simulations highlighting any issues with site logistics. The model was being used to inform the cost plan , this was done open source linking validated IFC data into COSTx software, using Qatari cost data. He highlighted the use of individual parts of the federated model to allow different disciplines of building to be taken off at the same time without a clash ‘Quantum is quantum’. For him, quantity wise there is no need to use federated model in these circumstances. George indicated up to 30 different types of software used throughout the process, indicating the use of Tekla BIMSight as a ‘sanity check’ for clash detection as they progressed. iCIM, the Interoperable Carbon Information Model (iCIM) TSB research project into BIM and financial and environmental cost information gave the capabilities of changing specification and monitoring differing Carbon levels via a carbon monitor on the screen. He also indicated a open source pedestrian modeling tool ‘Steps’ an agent-based micro-simulation tool developed by Mott MacDonald for the simulation of pedestrian movement under both normal and emergency conditions. Dave Fuller took us through the performance outline and detailed specification work through out the project stressing that the specifications were created as exports from the model, using NBS Create to automatically generate the spec from the model. He described three levels of specification that were developed through the scheme and spoke about how the first version gave a level of detail comparable to the overall model and then subsequent further information was added as the level of detail of the overall model geometry was increased. The initial brief had been issued as an existing site model and project information in the form of COBie. During the competition the teams had to upload COBie drops on Asite. Rather than the normal 5 for a project this was restricted to three for the competition. George stressed the importance of having 4 disciplines working together, actually incorporating information into the model. For the logistics planning and 4D simulation Asta power project was used and then linked into Navisworks to highlight pinch points that were identified at set times of construction. George brought the presentations to a close with a summary of over 100 documents uploaded to Asite throughout the process and the last minute drama of the gas leak at Northumbria University which nearly lead to the team being unable to submit their final submission document on time! An interesting Q and A followed with questions focusing on actual processes of getting information into COBie spreadsheets, use of IFC and a broad range of softwares to the benefits these types of competitions can bring to industry and academia as a place where boundaries can be pushed and innovation really happens.

Inarcassa incontra gli iscritti Architetti ed Ingegneri delle Regioni Piemonte, Liguria e Val d’Aosta Venerdì 15 febbraio 2013, ore 16.30 - Torino Centro Congressi “Torino Incontra” via Nino Costa, 8 Gli iscritti e i pensionati delle Regioni Piemonte, Liguria e Val d’Aosta sono invitati a partecipare all' incontro con Inarcassa (art. 22 dello Statuto). Il Presidente tratterà le prospettive previdenziali ed assistenziali definite dalla recente Riforma .

ANCI PIEMONTE - PRESENTATO PORTALE PER CONTROLLO CONSUMI E PIANIFICAZIONE RISPARMIO ENERGETICO [12-02-2013] Il presidente di Anci Piemonte, Piero...

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Unioncamere Liguria – Alps Liguria e Agenzia Regionale per l’Energia, con la collaborazione del Ministero dello Sviluppo Economico e di Regione Liguria, organizza a Genova il prossimo 26 febbraio un Info Day Energia

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INAIL presenta il nuovo modello sanitario: prestazioni più tempestive, mirate ed efficaci Prevenzione, ricerca, cura, reinserimento professionale: in un’ottica di stretto raccordo con le Regioni e il Ssn, un riassetto rinnovato per tradurre in modo opportuno la mission del Polo salute e sicurezza. Dai “Centri d’eccellenza” al risk management ancora più tutele per gli infortunati ROMA – Flessibile e in grado di adattarsi alle esigenze delle diverse realtà territoriali. Modulabile a seconda delle disposizioni assegnate a livello regionale dal Servizio sanitario nazionale. Rispettoso della sostenibilità finanziaria prevista dalla normativa in vigore attualmente. Sono questi alcuni dei principali aspetti che caratterizzano il nuovo modello sanitario dell'Inail la cui definizione è giunta a termine dopo due anni di lavoro che ha visto impegnato un apposito tavolo tecnico al quale hanno partecipato le strutture centrali dell’Istituto, integrato da rappresentanti dell’ex Ipsema e Ispesl. Attuazione dei contenuti dell’accordo quadro Stato/Regioni. Elaborato per tradurre in modo efficace la nuova missione istituzionale dell'Inail come “Polo salute e sicurezza”, il nuovo modello ridefinisce l'insieme delle attività sanitarie dell’Istituto e avvia un sistema integrato col Ssn per la tutela degli infortunati e dei tecnopatici, nel rispetto dell’accordo quadro in conferenza Stato-Regioni siglato il 3 febbraio 2012. Ricostituita la piena continuità nella presa in carico dell’infortunato. Sul fronte delle prestazioni all’utenza elemento qualificante del modello è la definitiva ricostituzione del continuum della presa in carico del lavoratore infortunato. Senza oneri aggiuntivi per lo Stato e per il mondo delle imprese, l’Inail si è dotato, infatti, di un’organizzazione efficace e strutturata in grado di esercitare l’ampio ventaglio di funzioni nell'erogazione delle prestazioni di assistenza sanitaria e riabilitativa di cui era titolare prima della legge 833/78 e ora pienamente riacquisito a seguito di diversi interventi del legislatore (legge finanziaria 67/88 e dlgs 81/2008 e 106/2009). Decentramento dei poteri: nascono i “Centri d’eccellenza”. Da un punto di vista organizzativo, nel nuovo modello vengono ricomprese – in modo organico e definito – tutte le macroaree funzionali che attualmente competono all’Inail in materia di sanità: prevenzione, sicurezza e ricerca; diagnosi e cura; protesi, riabilitazione e reinserimento; medicina legale; formazione. Il nuovo assetto procede, così, nella direzione di un significativo decentramento dei poteri e delle responsabilità a livello territoriale che – armonizzando servizi e strutture secondo il contesto specifico di ciascuna realtà locale – farà evolvere le attuali strutture sanitarie dell’Inail in “Centri di eccellenza” dedicati a specifici ambiti di medicina del lavoro (prevenzione) e di medicina legale indennitaria (oltre a quelli espressamente richiamati nelle Linee guida del Civ e relativi alla riabilitazione non ospedaliera). Valorizzazione delle risorse professionali nella nuova Sovrintendenza sanitaria centrale. Ad assicurare e garantire gli standard di qualità, omogeneità ed economicità del sistema, sarà un indispensabile coordinamento centrale. L'attuale Sovrintendenza medica generale – rafforzata nella sua autonomia gestionale, nell’amministrazione della spesa e nel governo di tutte le sue attività – evolverà in Sovrintendenza sanitaria centrale (Ssc): espressione (anche formale) di un cambiamento culturale che vuole valorizzare l’insieme delle figure professionali, ponendo su di uno stesso piano tutti gli operatori sanitari in una sinergia di azione tesa all’ottimizzazione dei servizi per l’utenza. Forte attenzione alle specificità e alle esigenze del territorio. A questa struttura centrale – polifunzionale e multidivisionale – corrispondono le Sovrintendenze sanitarie regionali, che attuano e replicano a livello territoriale le attività della Ssc e si interfacciano in modo diretto con le unità locali del Sistema sanitario. Sono le Sovrintendenze regionali che realizzano, nel concreto, il processo di presa in carico “globale” del lavoratore – dalle verifiche di medicina legale al reinserimento professionale finale –, che stipulano specifici protocolli d’intesa con le Regioni e che (anche facendo ricorso, a seguito di apposite convenzioni, a cliniche e centri privati) garantiscono il rispetto oggettivo dei parametri standard di riferimento definiti nei diversi accordi. Grazie a questo rapporto diretto, continuo e integrato l’Inail potrà, da una parte, valorizzare pienamente le proprie 130 strutture di cura lungo tutto il paese e, dall’altra, concorrere a dare una risposta ottimale – in relazione alla generale disponibilità di servizi a livello locale – alle specifiche esigenze del territorio. Nuove figure professionali: il referente medico per la prevenzione. Il decentramento dei poteri e delle responsabilità a livello territoriale comporterà per le Sovrintendenze regionali l’introduzione di nuove figure professionali: a partire dal referente medico per la prevenzione, incaricato di coordinare le attività sanitarie di prevenzione delle sedi e di assicurare la traduzione delle indicazioni programmatiche e delle linee guida centrali rispettando le specificità del territorio di riferimento (e avvalendosi, eventualmente, anche della collaborazione di altre figure professionali sanitarie e tecniche). La responsabilità prima di tutto: arriva il risk manager. Tra le nuove figure previste per ciascuna struttura regionale, ancora, da segnalare il dirigente medico esperto in riabilitazione (adeguatamente formato e referente per gli aspetti sanitari dell’erogazione agli invalidi del lavoro di dispositivi tecnici ed interventi di sostegno per il reinserimento nella vita di relazione) e professionisti specificatamente qualificati quali l’esperto protesi, il terapista occupazionale e – tratto autenticamente innovativo – il risk manager responsabile della gestione del rischio clinico e della qualità delle prestazioni indennitarie. Formazione e aggiornamento: l’Inail è Provider Ecm. In questo contesto, infine, particolare rilievo sarà assunto dalla formazione del personale. Per un più efficace adempimento ai rinnovati obblighi di acquisizione dei crediti formativi (Educazione continua in medicina, secondo quanto disposto dalla legge 201/2011) l’Inail ha, così, assunto il ruolo di “Provider Ecm”: incarico che gli consentirà di promuovere ed estendere anche a soggetti esterni la consolidata azione formativa in ambito sanitario e di diffondere, in tal modo, la propria cultura prevenzionale e assicurativo-sociale. Forte della sua esperienza consolidata, l’Istituto farà ricorso nell’attuazione di questi programmi prevalentemente alle risorse interne, anche mediante la sistematica organizzazione di focus annuali che coinvolgeranno la totalità delle figure professionali sanitarie.

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