Confidential Information Quotes

Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others. Self-trust is often a casualty

the proper way to elicit information from a group is not by starting with a public discussion but by confidentially collecting each person’s judgment. This procedure makes better use of the knowledge available to members of the group than the common practice of open discussion.

Just so we’re straight,” I said confidentially, staring into his lazy eyes, a stupid smile on his sophomoric, look-I-can-grow-a-mustache-now face. “I don’t like you.

But the lie had to be a good one, because if your lie is badly done it makes everyone feel wretched, liar and lied-to alike plunged into the deepest lackadaisy, and everyone just feels like going into the other room and drinking a glass of water, or whatever is available there, whereas if you can lie really well then get dynamite results, 35 percent report increased intellectual understanding, awareness, insight, 40 percent report more tolerance, acceptance of others, liking for self, 29 percent report they receive more personal and more confidential information from people and that others become more warm and supportive toward them--all in consequence of a finely orchestrated, carefully developed untruth.

Amy dragged her eyes over Sethe's face as though she would never give out so confidential a piece of information as that to a perfect stranger.

The girls were tested confidentially—but the reports were shared with the firm. “The individuals concerned,” Viedt wrote Roeder, “do not know that we have these copies…information given in them is very confidential and they might object to our having them.

She was nicknamed the graveyard. Any secret, any piece of confidential information, personal or otherwise, that went in never, ever came back out. You knew you were safe; you knew you would never be judged or, if you were it would be silently, so you'd never know.

the proper way to elicit information from a group is not by starting with a public discussion but by confidentially collecting each person’s judgment.

to wall cross [where investors agree to receive nonpublic information, keep it confidential, and not trade on it] every

the proper way to elicit information from a group is not by starting with a public discussion but by confidentially collecting each person’s judgment

proper way to elicit information from a group is not by starting with a public discussion but by confidentially collecting each person’s judgment.

But the history of Hopkins Hospital certainly isn’t pristine when it comes to black patients. In 1969, a Hopkins researcher used blood samples from more than 7,000 neighborhood children—most of them from poor black families—to look for a genetic predisposition to criminal behavior. The researcher didn’t get consent. The American Civil Liberties Union filed suit claiming the study violated the boys’ civil rights and breached confidentiality of doctor-patient relationships by releasing results to state and juvenile courts. The study was halted, then resumed a few months later using consent forms. And in the late nineties, two women sued Hopkins, claiming that its researchers had knowingly exposed their children to lead, and hadn’t promptly informed them when blood tests revealed that their children had elevated lead levels—even when one developed lead poisoning. The research was part of a study examining lead abatement methods, and all families involved were black. The researchers had treated several homes to varying degrees, then encouraged landlords to rent those homes to families with children so they could then monitor the children’s lead levels. Initially, the case was dismissed. On appeal, one judge compared the study to Southam’s HeLa injections, the Tuskegee study, and Nazi research, and the case eventually settled out of court. The Department of Health and Human Services launched an investigation and concluded that the study’s consent forms “failed to provide an adequate description” of the different levels of lead abatement in the homes.

When you're speaking to HR, no matter how friendly they may seem, you're still speaking to an agent of the corporation, with all that this implies. The very fact that you've chosen to give the information to an agent of the company means the information belongs to the company.

Unlike my predecessor, I intended to use email. To avoid being deluged, I needed a pseudonym. Andy Jester, an IT specialist for the Board, suggested Edward Quince. He had noticed the word “Quince” on a software box and thought “Edward” had a nice ring. It seemed fine to me, so Edward Quince it was. The Board phone book listed him as a member of the security team. The pseudonym remained confidential while I was chairman. Whenever we released my emails—at congressional request or under the Freedom of Information Act, for example—we blacked out the name.

What kind of thing, you ask? Why, the inquiry thing, the yellow-dog thing—you wouldn't think a mangy, native tyke would be allowed to trip up people in the verandah of a magistrate's court, would you?—the kind of thing that by devious, unexpected, truly diabolical ways causes me to run up against men with soft spots, with hard spots, with hidden plague spots, by Jove! and loosens their tongues at the sight of me for their infernal confidences; as though, forsooth, I had no confidences to make to myself, as though—God help me!—I didn't have enough confidential information about myself to harrow my own soul till the end of my appointed time.

Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others.

THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.

But I will say this. Donald Trump would not know the men and women of the FBI if he ran over them with the presidential limo, and he has shown the citizens of this country that he does not know what democracy means. He demonstrates no understanding or appreciation of our form of government. He takes no action to protect it. Has any president done more to undermine democracy than this one? His “I hereby demand” tweet in May 2018, ordering Department of Justice investigations of the investigators who are investigating him—I can barely believe that I just wrote that phrase—is a clear example. His demand for documents identifying confidential informants does harm to the men and women of the FBI on a fundamental level. It undermines their ability to build the trust that allows law-enforcement investigations to take place, in ways that, I want to believe, he does not comprehend. To think that he could recognize what constitutes a good thing for the men and women of the FBI does not deserve comment. As for my own firing and the ostensible reasons behind it, the demands and risks of an ongoing legal process put tight constraints on what I can say, although I would like to say much more. I am filing a suit that challenges my firing and the IG’s process and findings, and the unprecedented way DOJ handled my termination. I will let that action speak for itself.

The house fostered an easier and more candid exchange of ideas and opinions, encouraged by the simple fact that everyone had left their offices behind and by a wealth of novel opportunities for conversation—climbs up Beacon and Coombe Hills, walks in the rose garden, rounds of croquet, and hands of bezique, further leavened by free-flowing champagne, whiskey, and brandy. The talk typically ranged well past midnight. At Chequers, visitors knew they could speak more freely than in London, and with absolute confidentiality. After one weekend, Churchill’s new commander in chief of Home Forces, Alan Brooke, wrote to thank him for periodically inviting him to Chequers, and “giving me an opportunity of discussing the problems of the defense of this country with you, and of putting some of my difficulties before you. These informal talks are of the very greatest help to me, & I do hope you realize how grateful I am to you for your kindness.” Churchill, too, felt more at ease at Chequers, and understood that here he could behave as he wished, secure in the knowledge that whatever happened within would be kept secret (possibly a misplaced trust, given the memoirs and diaries that emerged after the war, like desert flowers after a first rain). This was, he said, a “cercle sacré.” A sacred circle. General Brooke recalled one night when Churchill, at two-fifteen A.M., suggested that everyone present retire to the great hall for sandwiches, which Brooke, exhausted, hoped was a signal that soon the night would end and he could get to bed. “But, no!” he wrote. What followed was one of those moments often to occur at Chequers that would remain lodged in visitors’ minds forever after. “He had the gramophone turned on,” wrote Brooke, “and, in the many-colored dressing-gown, with a sandwich in one hand and water-cress in the other, he trotted round and round the hall, giving occasional little skips to the tune of the gramophone.” At intervals as he rounded the room he would stop “to release some priceless quotation or thought.” During one such pause, Churchill likened a man’s life to a walk down a passage lined with closed windows. “As you reach each window, an unknown hand opens it and the light it lets in only increases by contrast the darkness of the end of the passage.” He danced on. —

I'm all for supporting entrepreneurship, especially within one's personal sphere. Still, be wise. Careful who you do business with (especially someone handling sensitive information i.e finances, records, contracts). It takes one "falling out", and your entire life is laid bare over hard feelings. Business ethics and diplomacy tend to get lost in the fog of anger, jealousy, and/or resentment. Everything is not for everyone. Vet a friend, like you would a stranger. It's business, not personal.

Let’s look at the seven elements. Some are very straightforward and some require unpacking, which I’ll do after the list. Boundaries: You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability: You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability: You own your mistakes, apologize, and make amends. Vault: You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity: You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment: I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. We can ask each other for help without judgment. Generosity: You extend the most generous interpretation possible to the intentions, words, and actions of others.

From this experience also, a faith arises to carry back to a human world of small lusts and deceitful pettiness. A faith, naïve and child like perhaps, born as it is from the infinite simplicity of nature. It is a feeling that no matter what the ideas or conduct of others, there is a unique rightness and beauty to life which can be shared in openness, in wind and sunlight, with a fellow human being who believes in the same basic principles. Yet, when such implicit belief is placed in another person, it is indeed shattering to realize that a part of what to you was such a rich, intricate, whole conception of life has been tossed off carelessly, lightly – it is then that a stunned, inarticulate numbness paralyzes words, only to give way later to a deep hurt. It is hard for me to say on paper what I believe would best be reserved for a lucid vocal discussion. But somehow I did want you to know a little of what your surprising and perhaps injudiciously confidential information did to me yesterday. A feeling that there was no right to condemn, but that still somehow there was a crumbling of faith and trust. A feeling that there was a way to rationalize, to condone, if only by relegating a fellow human from the unique to the usual.

Sexual harassment is material. It is a network that stops information from getting out. It is a set of alliances that come alive to stop something; that enable a complaint to be held up or to become confidential, so that it never comes out into the public domain. And notice here: so many complex things are going on at the same time. It is not activity that is coordinated by one person or even necessarily a group of people who are meeting in secret, although secret meetings probably do happen. All of these activities, however complex, sustain a direction; they have a point. Direction does not require something to originate from a single point: in fact a direction is achieved through consistency between points that do not seem to meet. Things combine to achieve something that is solid and tangible; bonds become binds. If one element does not hold, or become binding, another element holds or binds. The process is rather like the cement used to make walls: something is set into a holding pattern. The setting is what hardens. Perhaps when people notice the complexity, or even the inefficiency and disorganization, they don’t notice the cement. When you say there is a pattern, you are heard as paranoid, as if you are imagining that all this complexity derives from a single point.

Many professionals have to sign gagging clauses or face the sack if they speak out. The social worker and therapist was familiar with the scare that revelation brings to the survivor. […] We are in this story. It isn't ours, but we are in it nonetheless, not least because of the viscous campaign which has followed us over the last ten years. Any organisation with which we work may receive correspondence from the accused adults’ and ‘false memory’ movements. Some of these propagandists are confidentially dominating the professional and political arguments using new information technology to spread what we consider to be smears, innuendo and misinformation. P8 (refers to authors Beatrix Campbell & Judith Jones – a journalist and a social worker/therapist)

Much like secret police operations in totalitarian states, the child abuse gestapo turns citizens into informers by providing for anonymous reporting, requiring mandatory reporting by doctors and other professionals of even suspected child abuse (whatever that might be), complete immunity from criminal prosecution or civil liability for knowingly false reports, and confidentiality of records and proceedings. “Much as we see in totalitarian regimes,” writes Krason, “The laws . . . have created a system driven to a certain extent by fear . . . Physicians, teachers, day care center workers, and other mandated reporters make reports—often on the slightest pretext—because they figure that it is better to speak up than not speak up for the sake of self-protection.

so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability: You own your mistakes, apologize, and make amends. Vault: You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity: You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment: I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. We can ask each other for help without judgment. Generosity: You extend the most generous interpretation possible to the intentions, words, and actions of

The critical point is that thousands of people are swept into the criminal justice system every year pursuant to the drug war without much regard for their guilt or innocence. The police are allowed by the courts to conduct fishing expeditions for drugs on streets and freeways based on nothing more than a hunch. Homes may be searched for drugs based on a tip from an unreliable, confidential informant who is trading the information for money or to escape prison time. And once swept inside the system, people are often denied attorneys or meaningful representation and pressured into plea bargains by the threat of unbelievably harsh sentences—sentences for minor drug crimes that are higher than many countries impose on convicted murderers. This is the way the roundup works, and it works this way in virtually every major city in the United States.

Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. This means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others.

TRUSTING OTHERS Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. This means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others.

idea this would happen. I didn’t know Squall could—’ ‘I know you didn’t!’ Morrigan cut in. ‘Don’t be ridiculous. It’s not your fault.’ ‘It is – partly, at least. I should have realised the danger you were in. I should have known Squall would take advantage if he could. I’ve been preoccupied for months – so focused on Cassiel and Paximus Luck and Alfie Swann, when I should have been focused on what was happening right in front of me.’ ‘Cassiel!’ Morrigan said, sitting up straight. ‘I forgot all about him! So, what happened to him? And Paximus Luck?’ ‘The Stealth has a lead on Paximus, which they’re following across the border into the Republic – that’s strictly confidential. But as for Cassiel,’ Jupiter shrugged, looking baffled, ‘I honestly have no idea. I’ve chewed through more resources at the League of Explorers than I can possibly justify, looking for him on-realm and off. We’ve handed it over to the Celestial Observation Group for now. They don’t quite have our reach, but they can watch the skies. They’ll keep me informed.’ ‘So you don’t think it was anything to do with Squall or the Ghastly Market?’ He didn’t answer immediately. Staring at the floor, he sat and breathed in the lemon smoke.

Lynum had plenty of information to share. The FBI's files on Mario Savio, the brilliant philosophy student who was the spokesman for the Free Speech Movement, were especially detailed. Savio had a debilitating stutter when speaking to people in small groups, but when standing before a crowd and condemning his administration's latest injustice he spoke with divine fire. His words had inspired students to stage what was the largest campus protest in American history. Newspapers and magazines depicted him as the archetypal "angry young man," and it was true that he embodied a student movement fueled by anger at injustice, impatience for change, and a burning desire for personal freedom. Hoover ordered his agents to gather intelligence they could use to ruin his reputation or otherwise "neutralize" him, impatiently ordering them to expedite their efforts. Hoover's agents had also compiled a bulging dossier on the man Savio saw as his enemy: Clark Kerr. As campus dissent mounted, Hoover came to blame the university president more than anyone else for not putting an end to it. Kerr had led UC to new academic heights, and he had played a key role in establishing the system that guaranteed all Californians access to higher education, a model adopted nationally and internationally. But in Hoover's eyes, Kerr confused academic freedom with academic license, coddled Communist faculty members, and failed to crack down on "young punks" like Savio. Hoover directed his agents to undermine the esteemed educator in myriad ways. He wanted Kerr removed from his post as university president. As he bluntly put it in a memo to his top aides, Kerr was "no good." Reagan listened intently to Lynum's presentation, but he wanted more--much more. He asked for additional information on Kerr, for reports on liberal members of the Board of Regents who might oppose his policies, and for intelligence reports about any upcoming student protests. Just the week before, he had proposed charging tuition for the first time in the university's history, setting off a new wave of protests up and down the state. He told Lynum he feared subversives and liberals would attempt to misrepresent his efforts to establish fiscal responsibility, and that he hoped the FBI would share information about any upcoming demonstrations against him, whether on campus or at his press conferences. It was Reagan's fear, according to Lynum's subsequent report, "that some of his press conferences could be stacked with 'left wingers' who might make an attempt to embarrass him and the state government." Lynum said he understood his concerns, but following Hoover's instructions he made no promises. Then he and Harter wished the ailing governor a speedy recovery, departed the mansion, slipped into their dark four-door Ford, and drove back to the San Francisco field office, where Lynum sent an urgent report to the director. The bedside meeting was extraordinary, but so was the relationship between Reagan and Hoover. It had begun decades earlier, when the actor became an informer in the FBI's investigation of Hollywood Communists. When Reagan was elected president of the Screen Actors Guild, he secretly continued to help the FBI purge fellow actors from the union's rolls. Reagan's informing proved helpful to the House Un-American Activities Committee as well, since the bureau covertly passed along information that could help HUAC hold the hearings that wracked Hollywood and led to the blacklisting and ruin of many people in the film industry. Reagan took great satisfaction from his work with the FBI, which gave him a sense of security and mission during a period when his marriage to Jane Wyman was failing, his acting career faltering, and his faith in the Democratic Party of his father crumbling. In the following years, Reagan and FBI officials courted each other through a series of confidential contacts. (7-8)

In addition to all the information about income, education, and looks, men and women on the dating site listed their race. They were also asked to indicate a preference regarding the race of their potential dates. The two preferences were “the same as mine” or “it doesn’t matter.” Like the Weakest Link contestants, the website users were now publicly declaring how they felt about people who didn’t look like them. They would reveal their actual preferences later, in confidential e-mails to the people they wanted to date. Roughly half of the white women on the site and 80 percent of the white men declared that race didn’t matter to them. But the response data tell a different story. The white men who said that race didn’t matter sent 90 percent of their e-mail queries to white women. The white women who said race didn’t matter sent about 97 percent of their e-mail queries to white men. This means that an Asian man who is good-looking, rich, and well educated will receive fewer than 25 percent as many e-mails from white women as a white man with the same qualifications would receive; similarly, black and Latino men receive about half as many e-mails from white women as they would if they were white. Is it possible that race really didn’t matter for these white women and men and that they simply never happened to browse a nonwhite date that interested them? Or, more likely, did they say that race didn’t matter because they wanted to come across — especially to potential mates of their own race — as open-minded?

A confidential report delivered in June 1965 by Abel Aganbegyan, director of the Novobirsk Institute of Economics, highlighted the difficulties. Aganbegyan noted that the growth rate of the Soviet economy was beginning to decline, just as the rival US economy seemed particularly buoyant; at the same time, some sectors of the Soviet economy - housing, agriculture, services, retail trade - remained very backward, and were failing to develop at an adequate rate. The root causes of this poor performance he saw in the enormous commitment of resources to defense (in human terms, 30-40 million people out of a working population of 100 million, he reckoned), and the 'extreme centralism and lack of democracy in economic matters' which had survived from the past. In a complex modern society, he argued, not everything could be planned, since it was impossible to foresee all possible contingencies and their potential effects. So the plan amounted to central command, and even that could not be properly implemented for lack of information and of modern data-processing equipment. 'The Central Statistical Administration ... does not have a single computer, and is not planning to acquire any,' he commented acidly. Economic administration was also impeded by excessive secrecy: 'We obtain many figures... from American journals sooner than they are released by the Central Statistical Administration.' Hence the economy suffered from inbuilt distortions: the hoarding of goods and labour to provide for unforeseen contingencies, the production of shoddy goods to fulfill planning targets expressed in crude quantitative terms, the accumulation of unused money by a public reluctant to buy substandard products, with resultant inflation and a flourishing black market.

unique to three areas: medical, pharmaceutical and basic research. Medical ethics covers informed consent, doctor-patient confidentiality, and organ donation, to name a few. “Outsourcing Medical Studies—and Ethical Quandaries—to Africa” by David Biello delves into the lack of medical ethics boards in Africa and how this affects participant safety

The real point here, however, is not that innocent people are locked up. That has been true since penitentiaries first opened in America. The critical point is that thousands of people are swept into the criminal justice system each year pursuant to the drug war without much regard for their guilt or innocence. The police are allowed by the courts to conduct fishing expeditions for drugs on streets and freeways based on nothing more than a hunch. Homes may be searched for drugs based on a tip from an unreliable, confidential informant who is trading the information for money or to escape prison time. And once swept inside the system, people are often denied attorneys or meaningful representation and pressured into plea bargains by the threat of unbelievably harsh sentences - sentences for minor drug crimes that are higher than many countries impose on convicted murderers. This is the way the roundup works, and it works this way in virtually every major city in America.

Finally, Chestman is distressing because of how prosecutorial discretion was exercised. Loeb was the one party who knew the information was confidential in the case, though all he did was break a promise to his wife to keep it confidential. However trivial, this is the kind of peg prosecutors usually feel they need to hang their hat on. The government, however, declined to prosecute Loeb and instead went after Chestman, the stockbroker, who broke no promises and misappropriated from no one but could be more easily painted to a court and jury as presumptively unsavory.

The Commissioner asserts 'motivated intruders' evidence from Professor Anderaon was accepted under cross-examination as an 'over-extension' from his personal experiences with completely unrelated animal rights activists - see para.24 of the closing submissions, Professor Anderson's "wild speculations" about the possibility of "young men, borderline sociopathic or psychopathic" attaching themselves to the PACE trial criticism 'do him no credit". Nor do his extrapolations from benign Twitter requests for information to an "organised campaign” from an "adversarial group" show that he has maintained the necessary objectivity and accuracy that he is required to maintain. He does not distinguish between legitimate ethical and political disagreement, and the use of positions of access to confidential data. He stated that where there was legitimate disagreement one should assume that people will act in unlawful ways, This proposition that one should in every case assume the absolute worst about data disclosure is clearly neither sensible nor realistic. Freedom of Information Act tribunal judgment

The nation was tightly webbed in a net of interlocking data-channels, and a time-traveler from a century ago would have been horrified by the degree to which confidential information had been rendered accessible to total strangers capable of adding two plus two.

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

She was nicknamed The Graveyard. Any secret, any piece of confidential information, personal or otherwise, that went in never, ever came back out. You knew you were safe; you knew you would never be judged or, if you were it would be silently, so you’d never know.

It’s a confidentiality clause. No doubt you’ll be familiar with these from your days in the City. In signing, you consent by law not to disclose sensitive information pertaining to school affairs, including what we have discussed here today.’ Howard gapes back at him stupidly. ‘Are you serious?’ ‘Merely a precaution, Howard, making sure we’ve got all our angles covered. No need to rush into it right away. Take it home with you, think it over. If you want to turn it down, do the honorable thing, I can’t stop you. I’m sure you’ll find a position elsewhere easily enough. Gather there are vacancies in St Anthony’s at the moment. Teacher got stabbed there just last week.

Little did anyone know what addictions and sins I was subjected to as a child from a similar ‘fallen angel’. I couldn’t bear sharing what had happened to me at the group AA meetings—too humiliating. I only shared the secret with a select few and requested it be kept confidential. More than the special attention the priest received, I was overwhelmed with the eerie resemblance he had to my abuser. His pale freckled skin and strawberry-blond hair made me uncomfortable in his presence. I could feel my abuser’s satanic touch when in the same room as that man. But I was in a mechanical state, staying the course, hoping something miraculous would pull me out of my miring in the past. This perseverance contributed to being the turning point of my recovery, that being when I told him what had happened. “What’s the name of this priest, Marco?” Father Todd said. I told him. To which he replied, “He was arrested for molesting another boy, and he did some prison time.” “I did hear about that, Father,” I said. “You should go to the diocese. They’ll appoint a therapist to you. I’ll give you the contact names,” he said, pulling out a pad of paper with all the information I'd need.

confidential informants

Know Singapore’s Credit Bureau to Get License Money Lender Approval Do you ever wonder how a licensed money lender like banks get the information they need to decide whether they will approve your loan or not? In this article, you’ll know the Credit Bureau Singapore (CBS) role on the moneylenders’ process of lending money. History of CBS Association of Banks in Singapore (ABS) and DBIC Holdings owns CBS. It was founded on November 15, 2002, and its key role is to serve as a financial risk management tool for financial institutions. Among CBS founders’ are Citibank, United Overseas Bank (UOB), Development Bank of Singapore (DBS), Oversea-Chinese Banking Corporation (OCBC), American Express, ANZ, Maybank, HSBC and Standard Chartered Bank. Key Role of CBS on Licensed Money Lender Loan Approval The CBS is a private company established to help financial companies and credit card institutions to evaluate the threats and opportunities of giving credit to possible or current customers. To put simply, when you apply for a loan, the CBS gives the licensed moneylender your credit report. This credit report reflects your credit information such as credit history, repayment track, and in some cases default records, lawsuit, and bankruptcy reports. This valuable information is collected from financial institutions and other public data resources (like subpoena and data of bankruptcy) which is part of CBS. The Banking Act allows the CB to get such customer’s confidential data and produce a “complete risk profile.” CBS follows a stringent code of conduct to protect the consumer’s data privacy. Only the official members of CBS can access and use the credit information. Licensed money lender should not disclose any information about their clients’ credit background to any third party. The CB also cannot collect customer’s personal data such as contact numbers, home address, credit limit, and salary. Now that you finally know who helps licensed money lender to decide your loan’s approval, you should now know that borrowing money is not as simple as it sounds. Multiple agencies are working together to check whether you are worthy of the money.

Know Singapore’s Credit Bureau to Get License Money Lender Approval Do you ever wonder how a licensed money lender like banks get the information they need to decide whether they will approve your loan or not? In this article, you’ll know the Credit Bureau Singapore (CBS) role on the moneylenders’ process of lending money. History of CBS Association of Banks in Singapore (ABS) and DBIC Holdings owns CBS. It was founded on November 15, 2002, and its key role is to serve as a financial risk management tool for financial institutions. Among CBS founders’ are Citibank, United Overseas Bank (UOB), Development Bank of Singapore (DBS), Oversea-Chinese Banking Corporation (OCBC), American Express, ANZ, Maybank, HSBC and Standard Chartered Bank. Key Role of CBS on Licensed Money Lender Loan Approval The CBS is a private company established to help financial companies and credit card institutions to evaluate the threats and opportunities of giving credit to possible or current customers. To put simply, when you apply for a loan, the CBS gives the licensed moneylender your credit report. This credit report reflects your credit information such as credit history, repayment track, and in some cases default records, lawsuit, and bankruptcy reports. This valuable information is collected from financial institutions and other public data resources (like subpoena and data of bankruptcy) which is part of CBS. The Banking Act allows the CB to get such customer’s confidential data and produce a “complete risk profile.” CBS follows a stringent code of conduct to protect the consumer’s data privacy. Only the official members of CBS can access and use the credit information. Licensed money lender should not disclose any information about their clients’ credit background to any third party. The CB also cannot collect customer’s personal data such as contact numbers, home address, credit limit, and salary. Now that you finally know who helps licensed money lender to decide your loan’s approval, you should now know that borrowing money is not as simple as it sounds. Multiple agencies are working together to check whether you are worthy of the money.

1.3.2 Action item: When serious incidents occur, including those involving alleged police misconduct, agencies should communicate with citizens and the media swiftly, openly,  and neutrally, respecting areas where the law requires confidentiality. One way to promote neutrality is to ensure that agencies and their members do not release background information on involved parties. While a great deal of information is often publicly available, this information should not be proactively distributed by law enforcement.

The United States army, wrote another disillusioned recruit, is ‘about as Nazi-like as Hitler’s’.[105] In 1944 the Office of War Information issued a confidential manual to white officers on ‘Certain Characteristics of the Negro’, which included the following: ‘gregarious, extrovertive [sic] . . . hot tempered . . . mentally lazy, not retentive, forgetful . . . ruled by instinct and emotion rather than by reason . . . keen sense of rhythm . . . evasive . . . lies easily, frequently, naturally’.[106] One black soldier writing back from the European theatre at news of racial violence in the New York district of Harlem claimed that black fighters were asking themselves, ‘what are we fighting for?’[107

One result was the publication of the names of confidential informants, including political dissidents, who had spoken with American diplomats in Iran, China, Afghanistan, the Arab world, and elsewhere.6 As a consequence, some of these individuals had to be relocated to protect their lives. More importantly, the revelations made it more difficult for American diplomats to acquire human intelligence in the future, since the confidentiality of conversations could not be relied upon.

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To peel back the layers of a candidate’s character, I suggest some additional steps: • Ask for permission to contact those who worked under the candidate in their prior two jobs. This would include assistant pastors, administrative assistants, ministry coordinators, and more. These individuals, if allowed to speak confidentially, would give significantly more accurate information about the candidate’s character. • Make sure to reach out to women at the candidate’s prior church, either a volunteer leader or female staff. In my experience, search committees almost never talk to women but only men—and only men handpicked by the candidate. That is a broken system. Women often have a radically different perspective on their church than the men do. • Ask for permission to speak to the elders of the candidate’s prior church, and not just the ones the candidate handpicks. Their evaluation of the pastor after his departure (confidentially, of course) would be enlightening.

My gaze trailed back to Javier, who stared back at me in challenge as if to say, “Just try to be upset with me.” I rolled my eyes. He never made me any promises of confidentiality, so I couldn’t entirely blame him, but I would remember his duplicity. I’d also remember my father’s generosity and the respect he showed me in letting me live my life. His actions gave me the confidence to consider being more forthright in the future. If I had faith in his ability not to overreact, maybe we could forge a bond worthy of a father-daughter relationship. If there was anything that would test that theory, it was Kane. My hands clutched each other in my lap. “How long have you known about Kane?” Dad raised a brow. “Javier came to me after you gave him those plates to run. He kept me informed on your little … charade.” He glanced down momentarily before meeting my gaze. “I have to say, I’m not sure I’ve ever been so fucking proud.” My dad, the consummate businessman, nearly lost his voice with emotion. Tears flooded my eyes. “I wanted to tell you, but I was scared you’d hurt him.

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When evaluating aftercare homes to support (beyond the six featured in the IN PLAIN SIGHT documentary), we encourage you to ask these types of questions. Good intentions are not enough. Professionalism and accountability are critical when working with survivors of sex trafficking.    Does the program include trauma-informed counseling by a licensed professional?    Is the identity of each child/woman kept confidential?    Are minors used to fundraise for the organization?    Are females and males housed on completely separate properties?    Is the facility licensed so there is accountability for policies and procedures?    Do those working and volunteering for the facility have to undergo a stringent vetting process?    Is the location undisclosed?

The core functions of an FIU call for objectivity in decision making, the timely processing of incoming information, and strict protection of confidential data. As the exchange of information between FIUs is based in large part on trust, building an FIU that inspires trust from its counterparts is key to effective cooperation.

Hoover’s growing obsession with what he believed was communism’s malignant influence on African Americans stands out in his August 3, 1943, letter to the White House, which he filled with unsubstantiated rumors about racial unrest in the nation’s capital. Quoting several confidential informants, Hoover warned of a marked uptick in communist-inspired agitation among Washington’s “less desirable colored element.” These included, one informant claimed, “younger negroes between the ages of 16 and 18 years old who are not in the Army and who have shown an insolent attitude that they will take nothing from anyone.

At Google, a newly hired software engineer gets access to almost all of our code on the first day. Our intranet includes product roadmaps, launch plans, and employee snippets (weekly status reports) alongside employee and team quarterly goals (called OKRs, for “Objectives and Key Results”… I’ll talk more about them in chapter 7), so that everyone can see what everyone else is working on. A few weeks into every quarter, our executive chairman, Eric Schmidt, walks the company through the same presentation that the board of directors saw just days before. We share everything, and trust Googlers to keep the information confidential.

Confidentiality - seeks to prevent the unauthorized disclosure of information: it keeps data secret • Integrity - seeks to prevent unauthorized modification of information. In other words, integrity seeks to prevent unauthorized write access to data. Integrity also seeks to ensure data that is written in an authorized manner is complete and accurate. • Availability - ensures that information is available when needed • Subject - An active entity on an information system • Object - A passive data file • Annualized Loss Expectancy—the cost of loss due to a risk over a year • Threat—a potentially negative occurrence • Vulnerability—a weakness in a system • Risk—a matched threat and vulnerability • Safeguard—a measure taken to reduce risk • Total Cost of Ownership—the cost of a safeguard • Return on Investment—money saved by deploying a safeguard

Many facilities use a written request process, but some settings now use a verbal voicemail or a kiosk system for requests. Whatever system is used, it should be confidential and only accessible by health care staff. In the simple paper request system, a locked dropbox is often available on every housing unit. Inmates obtain request slips from the housing officer, complete the information and submit to the dropbox where health care staff pick up requests on daily rounds. Access

Meanwhile, I want your personal assurance that this information will be kept completely confidential.” “Don’t worry,” Dr. Tyson said evenly, “I don’t have a Facebook account.

Cybersecurity is the mission focused and risk optimized management of information which maximizes confidentiality, integrity, and availability using a balanced mix of people, policy and technology while perennially improving over time.

As has been the case far too often in the Obama administration, which may go down as the least transparent administration in history, the IRS refused to respond to our FOIA requests. Judicial Watch was forced to sue the IRS in federal court in October 2013, shortly after Lois Lerner had “retired” to avoid the consequences of her actions. Judicial Watch’s efforts through these FOIA requests and subsequent litigation led to the discovery that in addition to targeting conservatives at the IRS, Lois Lerner sent confidential taxpayer information to attorneys at the Federal Election Commission, which enforces federal campaign finance rules, in violation of federal law. Email communications revealed that Lerner, who formerly worked at the Federal Election Commission (FEC), sent extensive materials on conservative organizations—the American Issues Project and Citizens for the Republic—to the FEC, including detailed confidential information, after inquiries from the FEC attorneys. She disclosed this information in spite of Section 6103 of the Internal Revenue Code, which bars the IRS from sending such information to anyone, including other federal agencies. It also turned out that the FEC attorneys were acting without authority to make such an inquiry, because the commissioners who run the agency had never approved an investigation. The emails discovered by Judicial Watch provided a disturbing window into the activities of two out-of-control federal agencies, whose employees, because of their political bias, were trying to target conservative organizations.

against a person who has disclosed the personal information of the corruption whistleblower without consent, if the violation of confidentiality is confirmed

agreement of the reporter. As for a report that requires the confidentiality of the reporter’s personal information, the ACRC is strictly reporting and

To protect their confidentiality, we’ve changed all names and identifying information;

total of 27 requests (20 for guarantee of public position; 4 for protection of personal safety; 3 for confirming the confidentiality of personal information) were submitted

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

Does this sharing raise the risk that confidential information will fall into the wrong hands? Sure, sometimes (although refusing to share information is often a smokescreen for political games). But contrast this with the benefits of having better-informed people all around.

The Email Phishing Hack:  Phishing refers to a social engineering method used by hackers to gain what should be confidential information from unwitting victims. Phishing works in this way: the hacker sends an official-looking email to the target, purporting to be from the a legitimate institution that

the U.S. government has a long history of overclassifying information that shouldn't be classified at all—and keeping information classified until long after any justification for classifying it has disappeared.

Easy does it, Mel. You’re in good health, you had a very successful delivery and at one time you would have said this was the answer to your prayers. Try not to make Jack feel like shit.” That night, lying in her husband’s arms, she asked, “Did I make you feel like shit?” “Only a little bit. It’s not like I tricked you. As I recall, you were an incredibly willing accomplice.” He sighed. “Incredibly.” “I’m just in shock. Stunned. Not quite ready.” “I know. Do you have any idea how gorgeous you are pregnant? You shine. There’s light around you. Your eyes are brighter, your cheeks rosy, you smile and feel your belly all the time—” “You smile and feel my belly all the time….” “I can’t believe I’m getting all this,” he said wistfully. “You and a couple of kids. A few years ago I thought I’d be alone the rest of my life.” “Do you know how old you’re going to be when David graduates from college?” “What’s the difference? Does Sam look old to you? I think I can hang in there.” “Snip, snip,” she said. He rolled onto his back and looked at the ceiling. “Everyone around me is in a mood,” he said. “Is that so?” “Well, there’s Preacher—he’s pretty prickly when it’s not ovulation day, which you might have warned me about….” “That would have been confidential.” “Well, not anymore. I think Paige might be a little put out that he told all the boys he was staying home to have sex.” “You think?” she asked, laughing in spite of herself. “And Mike is past moody. I think that’s because my sister isn’t here—and believe me, I don’t know how to take that. I want Brie to be happy. It would be nice to have Mike happy, but not if he’s getting happy on Brie, if you get my drift. I’m celebrating, I’m celebrating,” he said before she could scold him. “And this little surprise has had an effect on your mood, if you don’t mind me saying so.” “I mind,” she informed him. “I just wish things would get back to normal,” he said. And

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What is the most inventive or innovative thing you have done? Describe something that was your idea, e.g., a process change, a product idea, a new metric, or a novel customer interface. It does not need to be something that is patented. Do not write about anything your current or previous employer would deem confidential information. Provide relevant context for us to understand the invention/innovation. What problem were you seeking to solve, and what was the result? Why was it an important problem to solve? How did it make a difference to the business or organization?

her, he said, “Dr. Whitney, again thank you for joining us. Please know this meeting is informal but confidential. Its real reason—we need your help.” Surprised, she blurted, “Commissioner Jarvis, that I didn’t expect.” All three men laughed, and Keith said, “After all you’ve been through, we understand. Now, please relax. We’re all on a first-name basis here. May we call you Sue?” “Considering you know how I take my coffee, I suspect we’re beyond a first-name relationship.” Henry smiled. “Very good, Sue. You understand FBI tactics. We never ask a question without knowing its answer. But let me second Keith’s welcome. The FBI is anxious to acquire your help.” Unseen beneath the table’s edge, she wiped the moisture from her palms onto her pantsuit and said, “I’m pleased to help, if I can. But I need more details.” Keith said, “Indeed, and that’s what we plan to discuss. If you agree, our attorney, Bob Parker, is here to answer any legal concerns you might have.” “OK, I’m ready.” “The health department’s focus is on high-quality medical care, but a few bad apples outsmart us, work around us, employ new technology that confuses us, or simply submit fraudulent claims for payment.” Sue said, “I’ve seen my former colleagues do the same thing. I blamed it all on medicine becoming a business rather than a profession.

Typically, Westerners are lured by money, sexual favours and the excitement of clandestine operations. Money appears to be the most common bait for those Westerners, judging by the cases that have become public. A target might be offered a modest sum for a short ‘white paper’ on, for example, US–China trade relations. Once payment for information has been normalised, larger payments and requests for confidential information are made, until the line has been crossed into illegality. In the case of commercial secrets, the target, such as an engineer at a high-tech US company, might be offered a trip with expenses paid plus a stipend to give a lecture at a university in China.

We can therefore define cybersecurity in the following manner: Cybersecurity is the mission-focused and risk optimized governance of information, which maximizes confidentiality, integrity, and availability using a balanced mix of people, policy, and technology, while perennially improving over time.

Cyberattacks are defined as “deliberate actions to alter, disrupt, deceive, degrade, or destroy computer systems or networks or the information and/or programs resident in or transiting these systems or networks.”32 Put more simply, cyberattacks involve any activity that alters the confidentiality, integrity, or availability of information on digital systems.

We are a fact gathering organization only. We don’t clear anybody. We don’t condemn anybody. Just the minute the FBI begins making recommendations on what should be done with its information, it becomes a Gestapo.’ J. Edgar Hoover, July 14, 1955

An important characteristic of a good HR department fo any organization is the department's ability to strike a balance between preserving employee confidentiality and divulging enough information to the management with the aim of being fair to every human as a resource serving the organization.

In an email to Tempest marked “confidential” accompanying the report, Kumar noted that lack of adherence to regulation was only part of the problem. “It appears that some of these issues were apparent over a year ago and I cannot find any documents which sought to address these concerns or resolve the issues.” In closing, he made clear that his ultimate loyalties lay not with the company but with the truth. “I can not allow any information to be used for any dossier unless fully supported by data,” he wrote, adding: “With your permission, I would like to take advice from legal counsel in London as to my current responsibility and indemnity with respect to the above issues.” In response, Tempest assured Kumar that the company would do the right thing. Though the picture was grim, Kumar confided to Thakur that he believed he could fix the problems, if given the authority.

The client may also raise the question of confidentiality: Who will know about what is discussed between the two of you? This issue will be discussed in a number of different contexts later in the book, but it is important for now to realize that there are some exceptions in practice to the notion that client confidentiality will be upheld at all costs. For instance, information is usually shared in agencies where there is a team approach to treatment decisions. Also, in most settings where students train, there are seminars or other learning situations in which group discussions of cases occur. More importantly, in instances involving certain risks of danger to the client or others, there are exceptions in the law to your right to keep information confidential. You should discuss these issues with your supervisor in advance. You need to find out what exceptions prevail and get some basic guidelines so that you will be prepared and comfortable in talking with your clients about how things work in your agency. Usually, after noting the exceptions, you should be able to reassure the client that no information about her will leave the agency without her written consent.

Non-clinical factors make a significant contribution to an individual’s health and providing this data to clinicians could inform context, counseling, and treatments. Data stewardship will be essential to protect confidential health information while still yielding the benefits of an integrated health system. 6.1 Introduction The definition of “clinical” data is expanding, as a datum becomes clinical once it has a relation to a disease process. For example: the accessibility

He informed Gerson that Putin and President Trump would speak by phone that Saturday, and noted that that information was “very confidential.”1121

She grabbed the mouse and scrolled down through the health files marked CONFIDENTIAL until she came to the one for Tianna Moore. Her heart beat rapidly when she read her own name. She opened the file, then studied the information on the screen. Born 1986 in Los Angeles, California. Normal immunization records and illnesses. The last line surprised her. Habitual runaway. Paranoid tendencies. Recommend counseling at Children's Hospital.

They will send you someone who take your deeply confidential information but you don’t want the person who send it, you can use this person as a decoy.

The danger of contacts of any kind was exposed in 1970 by the arrest, trial and subsequent acquittal of Will Owen, the 68-year-old Labour MP for Morpeth, on Official Secrets charges. Owen, who headed a travel firm specialising in visits to East Germany, was also a member of Parliament’s Estimates Committee, and he was charged with giving Czech intelligence information of a confidential nature.

Further improvement in operational work with agents calls for fuller and wider utilisation of confidential and special unofficial contacts. These should be acquired chiefly among prominent figures in politics and society, and important representatives of business and science.” These should not only “supply valuable information” but also “actively influence” a country’s foreign policy “in a direction of advantage to the USSR.

Is there aught I can do for ye, sir?” He gave a single nod and reached inside his coat. “I want you to have this,” he muttered, extracting a small bag weighted with gold coins. To a servant of Maude's station, it amounted to a fortune. “Take it, and promise me that if there is ever anything Lady Holland needs, you'll send for me.” The maid's face was blank with surprise. She took the bag, felt its weight in her hand, and stared at him with wide eyes. “Ye don't need to pay me to do that, sir.” “Take it,” he insisted brusquely. A reluctant smile curved her lips, and she dropped the little bag into her apron pocket. “Ye've been a good master, sir. Don't fret about Lady Holland and Miss Rose, I'll serve them faithfully, and send for ye if any trouble arises.” “Good,” he said, and turned to leave. He paused and looked back at her as a question occurred to him. “Why did you try to hide the miniature from me, Maude?” She blushed a little, but her gaze was direct and honest as she replied, “I wished to spare ye the sight of him, sir. I know how ye feel about Lady Holland, ye see.” “You do?” he said neutrally. The maid gave a vigorous nod. “She's a dear, gentle lady, and a man would have a heart of stone not to care for her.” Maude lowered her voice confidentially. “Betwixt ye and me, sir, I think that if my lady were free to choose any man for herself, she might well have set her cap for ye. 'Tis plain as day that she's fair taken with ye. But Master George took most of her heart with him to the grave.” “Does she look at his miniature often?” Zachary asked, keeping his face expressionless. Maude's round face puckered thoughtfully. “Not so often since we came to live on yer estate, sir. To my knowledge, she hasn't taken it out at all in the past month or so. Why, there was even a bit of dust that settled on it.” For some reason the information comforted him. “Farewell, Maude,” he replied, taking his leave. “Good luck to ye, sir,” she said softly.

Journalism also helped build my bullshit detector. The experience taught me that most people have an ax to grind and that most people withhold information.

Clearly he had not kept his relationship with the FBI confidential. That’s a key component of being a source, and we closed Steele as a result. It’s important to note that we did so because he was a control problem, not because his information was bad. He told others about his confidential relationship with

A consequentialist account certainly gives reasons for why the doctor should not breach confidentiality on the grounds of the possible deleterious effect on the family. This is the main reason why most geneticists would not tell John that he is not the biological father of Sarah’s child. But it is not entirely clear that the consequences of keeping John ignorant are better than informing him of the truth. Is it right that Sarah needs to be protected from the consequences of her act and will it be better for the family if this remains a secret?

Confidentiality, integrity, and availability (CIA), widely known as the triad of information security, are three key factors used in benchmarking information systems security.

Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels

First published in 2020 this book contains over 560 easily readable compact entries in systematic order augmented by an extensive bibliography, an alphabetical list of countries and locations of individuals final resting places (where known) and a day and month list in consecutive order of when an individual died. It details the deaths of individuals, who died too early and often in tragic circumstances, from film, literature, music, theatre, and television, and the achievements they left behind. In addition, some ordinary people who died in bizarre, freak, or strange circumstances are also included. It does not matter if they were famous or just celebrated by a few individuals, all the people in this book left behind family, friends and in some instances devotees who idolised them. Our heartfelt thoughts and sympathies go out to all those affected by each persons death. Whether you are concerned about yourself, a loved one, a friend, or a work colleague there are many helplines and support groups that offer confidential non-judgemental help, guidance and advice on mental health problems (such as anxiety, bereavement, depression, despair, distress, stress, substance abuse, suicidal feelings, and trauma). Support can be by phone, email, face-to-face counselling, courses, and self-help groups. Details can be found online or at your local health care organisation. There are many conspiracy theories, rumours, cover-ups, allegations, sensationalism, and myths about the cause of some individual’s deaths. Only the facts known at the time of writing are included in this book. Some important information is deliberately kept secret or undisclosed. Sometimes not until 20 or even 30 years later are full details of an accident or incident released or in some cases found during extensive research. Similarly, unsolved murders can be reinvestigated years later if new information becomes known. In some cases, 50 years on there are those who continue to investigate what they consider are alleged cover-ups. The first name in an entry is that by which a person was generally known. Where relevant their real name is included in brackets. Date of Death | In the entry detailing the date an individual died their age at the time of their death is recorded in brackets. Final Resting Place | Where known details of a persons final resting place are included. “Unknown” | Used when there is insufficient evidence available to the authorities to establish whether an individuals’ death was due to suicide, accident or caused by another. Statistics The following statistics are derived from the 579 individual “cause of death” entries included in this publication. The top five causes of death are, Heart attack/failure 88 (15.2%) Cancer 55 (9.5%) Fatal injuries (plane crash) 43 (7.4%) Fatal injuries (vehicle crash/collision) 39 (6.7%) Asphyxiation (Suicide) 23 (4%). extract from 'Untimely and Tragic Deaths of the Renowned, The Celebrated, The Iconic

Provide documents that show your investment experience and your financial readiness. When I submit my letter of intent (LOI) with my initial offer on a property, I also send a pre-approval letter from my lender, a brief bio, a schedule of my real estate holdings (Buyer’s Resume), references from brokers I have closed deals with, a current savings account statement and the first two pages of my most recent tax returns (with all confidential information blacked out, of course). If you are not in a position to submit all of this information, just provide what you can. The idea is to speak to your strengths as a buyer. Try to at least submit a pre-approval letter from your lender, as this will go a long way towards setting yourself apart from the average buyer.

But it turned out that there was a catch: sixteen people on the Nazi list had been confidential FBI informants over the years, often providing information on Communists in America and “domestic security.” And the Nazi prosecutors learned that the FBI’s informants were off-limits to them. These were people like Bishop Trifa and Tom Soobzokov, staunch anti-Communists who had worked with the FBI for years.